Tugas Mata Kuliah MPSI Pertemuan Pertama ( BERDASARKAN PMBOK EDISI 5 )
Sebutkan 10 Knowledge Project Management (dalam bahasa
Inggris)
Project Integration Management is the umbrella that covers all your
other project management knowledge areas. It knits together
all your individual processes and tasks into one project with defined goals and
deliverables.
If you’re looking at the big picture and how your
project fits into your larger organization, this is the project management
knowledge area you need.
Because this is the broadest area, you may want to save it for last or at
least revisit it at the end of your project plan.
How many
times have you started a project just to have extraneous tasks slipped in,
making your completion times creep? This is why project scope must be
well-defined and defended throughout the process.
Nearly all projects rely on several different timelines and the schedules
of multiple people. Some team members may overestimate how much time it will
take to complete a project in order to leave a cushion and not feel hurried.
Others may underestimate their time. And, of course, unexpected problems will
throw off your timeline as well.
With or
without a budget, your project will cost money. Keeping costs low or at least
at an expected or reasonable level is a fundamental part of showing ROI on a
project. After all, if you can’t definitively lay out how much a project will
cost, how will you be able to quantify if you’ve made any money?
In project management, quality isn’t the same as perfection. It’s not
practical to spend the time and resources to take a project to perfection; and
in many cases, that’s not even attainable. The goal of project quality
management is to achieve consistency across your projects.
One of the
most rewarding parts of this process is creating teams that click and helping
individual team members grow and learn new tasks. That’s why this project management
knowledge area is more than just setting schedules and assigning tasks.
How many times have you heard the phrase, “Keep me in the loop?” And yet,
when changes happen, maybe important stakeholders were left out? There is a
fine line between under and over communication and your communications
management plan is crucial to identifying who needs to know what and when
before your project starts.
The truth is that no project goes off without a hitch, and it’s unrealistic
to look at a project and assume that everything will go smoothly.
If you can manage your firefighting by identifying major project risks and
the mitigation plans associated with them, your team and project requesters
will be prepared and more forgiving when issues in a project come up.
In some
cases or areas of a project, you won’t have the resources or team members in
house to complete a task. If you hire contractors or vendors to take on certain
tasks, you’ll want them to be seamlessly integrated into the team.
Stakeholders
include not only the project requester, but also team members who have worked
on the project, contractors, suppliers, customers or the public, and many other
people internal and external to the organization.
2. Sebutkan 5 Group Proses Project Managemnet (dalam bahasa Inggris)
1. Initiating
In this
process the initiation process includes the introduction and phase of a
project, and some organizations make a business case the purpose is to formally
select and start the project. Some of the outcomes of this process are:
Assignment of project managers, identification of stakeholders, business cases:
documents containing reasons for initiating investment projects along with cost
benefit analysis, and project charter and signatories.
2. Planning
Including
the nine knowledge areas, the objective is to guide the implementation of the
project. Some examples of output from this project: team contract documents,
statements about the project scope, Work Breakdown Structure (WBS), project
schedules in the form of Gantt Charts, all dependencies & resources needed
, risk register
3. Executing
The
process that requires the most time and resources so that project managers need
leadership skills to overcome challenges during project execution and during
execution, making milestone reports can help in the process of making a project
manager.
4. Monitoring and Controlling
Process
that affects the entire process group and project lifecylce. Activities
include: measuring project progress, monitoring deviations from the plan, and
taking corrective action as an adjustment to current progress towards what has
been planned. Outputs include: performance reports, change request reports and
update reports on planning
5. Closing
How to
obtain acceptance of stakeholders and users of the final product / service,
even if the project is not finished, it must be formally closed. Project output
in the form of: final project report, and percentage to senior sponsors /
management.
3. Sebutkan 47 Proses Project Management (dalam bahasa Inggris)
Project Integration Management
Project Integration Management includes the processes
and activities to identify, define, and coordinate the various processes and
project management activities within the Project Management Process Groups.
Project Integration Management includes making choices about resource
allocation, making trade-offs among competing objectives and alternatives, and
managing the interdependencies among the project management Knowledge Areas.
Project Integration Processes
Develop Project Charter
·
The
Charter recognizes and authorizes the existence of the project
·
It
defines high level requirements and objectives
·
It
provides the PM with the authority to apply organizational resources
·
Project
cannot start without the charter
·
It is
not a substitute for a project management plan
Develop Project Management Plan
·
A
method of linking all individual management plans together
·
Provides
strategic direction for the project
·
The
project manager’s main focus is executing the project management plan
successfully
·
This
plan must be concise and unambiguous
Direct and Manage Project Work
·
Integrates
all executing processes together to produce project deliverables
·
Often,
the project management plan needs changes. Direct and manage project work must
also incorporate the changes made to the project.
Monitor and Control Project Work
·
The
goal of this process is to keep the project on time and on budget.
·
The
project manager spends the most amount of time on this process because things often
go wrong and it is the project manager’s responsibility to fix it.
Perform Integrated Change Control
·
The
Perform Integrated Change Control process looks at:
o Which changes to make in a project
o The impact of changes across all knowledge
areas
Close Project or Phase
·
Process
that finalizes all activities across all process groups
·
Process
that formally closes the project or project phase
Project Scope Management
Project Scope Management includes the processes
required to ensure that the project includes all the work required to complete
the project successfully. Managing the project scope is primarily concerned
with defining and controlling what is and is not included in the project.
Scope Management Processes
Plan Scope Management
·
Process
of creating a scope management plan, a document of how the project will be defined, controlled, and
verified.
Collect Requirements
·
Collect
requirements is the process of determining, documenting, and managing
stakeholder needs/requirements to meet project objectives.
·
All
requirements should be gathered at the start because it is costly to make
changes as the project progresses.
·
Gathering
requirements from all stakeholders will also ensure that their opinions are
taken into consideration, which will lead to higher rates of project
acceptance.
Define Scope
·
Define
Scope process develops a detailed description of the project.
·
Highly
iterative process because the project team may need several rounds before they
agree on the scope.
Create WBS
·
Create
WBS is the process of dividing project deliverables into smaller pieces using a
top-down approach.
·
The
three components to scope baseline are: project scope statement, WBS, and WBS
dictionary.
Validate Scope
·
Validate
Scope is the process that gets your customer to formally accept the project
·
The
goal is to bring objectivity to the acceptance process and increase the changes
of a final acceptance
Control Scope
·
The
Control Scope process monitors the project scope and the scope baseline.
·
It also
ensures all requested changes go through Perform Integrated Change Control.
·
Activities
in this process help identify variances early and find root cause.
Project Time Management
Project Time Management includes the processes
required to manage the timely completion of the project. Project Time
Management processes and their associated tools and techniques are documented
in the schedule management plan. Project schedule development uses the outputs
from the processes to define activities, sequence activities, estimate activity
resources, and estimate activity duration in combination with the scheduling
tool to produce the schedule model.
Project Time Management Processes
Plan Schedule Management
·
Plan
Schedule Management ensures the project is progressing in a timely fashion
·
The
output of this process, the schedule management plan, is used to identify risks
and rank risks.
Define Activities
·
Define
Activities determines the specific actions that needs to be completed to
produce the project deliverables
·
This
process breaks the work packages into activities
Sequence Activities
·
Sequence
Activities process documents relationships between the activities and
milestones, and sequence them logically
·
It
takes leads and lags between activities into consideration
·
This
process results in the project schedule network diagram
Estimate Activity Resources
·
The
Estimate Activity Resource process estimates the type and quantities of
supplies for all the activities.
·
The
project manager must plan to avoid 1) lack of resources or 2) resources being
pulled off the project.
·
This
process is closely linked with Estimate Activity Duration and Estimate Activity
Cost.
Estimate Activity Durations
·
The
Estimate Activity Durations process estimates the amount of time required to
complete each activity.
·
Estimators
take key pieces of info (e.g. resource calendar, activity resource
requirements) and elaborate upon it to refine activity durations.
·
Note:
Project managers must never pad estimates – this is highly unprofessional and
sometimes even unethical.
Develop Schedule
·
The
Develop Schedule process analyzes activity sequences, durations, resources, and
schedule constraints to create the project schedule model.
Control Schedule
·
The
Control Schedule process monitors the status of project activities and project
progress.
·
It uses
the schedule baseline and variance analysis to monitor changes, and take
corrective action when necessary
Project Cost Management
Cost Management involves planning, estimating,
budgeting, funding, and managing costs. Although estimating cost and
determining budgets can be one process on small projects, PMI separates them
into two processes because the exam assumes the PM is managing a large project.
Many financial management techniques, such as ROI, payback, and discounted cash
flow, are used during this process.
Project Cost Management Processes
Plan Cost Management
·
The
Plan Cost Management process establishes the policies, procedures, and
documentations for planning, managing and expending costs.
·
This
process also provides guidance and direction on how costs are managed.
Estimate Costs
·
The
Estimate Costs process approximates the cost for each activity.
·
To
develop the cost estimate, the project manager considers cost alternatives,
trade-offs, and risk.
·
Project
managers should also remember to add contingencies.
Determine Budget
·
The
Determine Budgets process aggregates the estimated costs of activities to
determine cost baseline.
·
The
baseline is used for monitoring and controlling costs. Meeting the approved
budget, or “cost performance baseline” is a measure of project success.
Control Risks
·
The
Control Costs process monitors project status in respect to the project costs
and managing changes to the cost baseline.
·
During
this process, variances are tracked and identified. When necessary, corrective
actions are taken.
Project Quality Management
Project Quality Management includes the processes and
activities of the performing organization that determine quality policies,
objectives, and responsibilities so that the project requirements are met.
Project Quality Management uses policies and procedures to implement the
organization’s quality management system, and it supports continuous process
improvement activities.
Project Quality Management Processes
Plan Quality Management
·
The
Plan Quality Management process identifies quality requirements for the project
and the work that must be done to ensure compliance.
·
It also
provides direction on how quality will be managed and validated.
·
This
process can be done in parallel with other planning processes.
Perform Quality Assurance
·
The
Perform Quality Assurance process audits the quality requirements and the
results from quality control measures to ensure quality standards are used.
·
It
implements processes define in the quality management plan, and facilitates the
improvement of quality processes (continuous improvement).
Control Quality
·
The
Control Quality process ensures a certain level of quality in a product or
service. It identifies poor processes or quality, and look for root cause of
poor quality
Project Human Resource Management
Project Human Resource Management includes the
processes that organize, manage, and lead the project team. All team members
should be involved in the planning process even though their skill sets and
responsibilities vary. Participation increases acceptance and commitment to the
project.
Project HR Management Processes
Plan Human Resource Management
·
The
Plan Human Resource Management process identifies and documents project roles,
responsibilities, required skills, and reporting relationships.
Acquire Project Team
·
The
Acquire Project Team process confirms human resource availability and obtains
the team necessary to complete project activities.
·
If the
required skills cannot be acquired, the project management team needs to have a
contingency plan (E.g. hire contractors (outsourcing) or new employees).
·
The
project manager should always manage the risk of resources becoming
unavailable, and have a plan to deal with such a situation.
Develop Project Team
·
The
Develop Project Team process of improving competencies, team member
interaction, and overall team environment to enhance project performance.
Manage Project Team
·
The
Manage Project Team process tracks team member performance, provides feedback,
resolves issues, and manages team changes to optimize project performance.
Project Communications Management
Project Communications Management includes the
processes that are required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval, and disposition of
project information. This is the area that project managers spend most of their
time doing. Effective communication can bridge the gap between cultural or
organizational diversity.
Communications Management Processes
Plan Communications Management
·
The
Plan Communications Management process develops an appropriate approach and
plan for project communications based on stakeholder’s information needs,
requirements, and available organizational assets.
Manage Communications
·
The
Manage Communications process creates, collects, distributes, retrieves, and
disposes project information according to the communications management plan.
·
Its
goal is to enable efficient and effective communications flow between project
stakeholders.
Control Communications
·
The
Control Communications process monitors and controls communications throughout
the entire project life cycle to ensure the information needs of the project
stakeholders are met.
Project Risk Management
Project Risk Management includes the process of
conducting risk management planning, identification, analysis, response
planning, and controlling risk on a project. The objective is to increase the
likelihood of positive risks (opportunities) and decrease the likelihood of
negative risks (threats).
Risk Management Processes
Plan Risk Management
·
The
Plan Risk Management process defines how to conduct risk management activities
for a project.
·
It
answers questions such as 1) how much time should be spent on risk management,
2) who will be involved in risk management, and 3)how a PM will perform risk
management.
·
The
risk management plan, the output of the process, is used to obtain agreement on
risk management from stakeholders.
Identify Risks
·
The
Identify Risks process determines which risks may affect the project and
document their characteristics.
·
It
helps the team prepare for anticipated events.
·
This
process is iterative because new risks are constantly being discovered.
Perform Qualitative Risk Analysis
·
The
Perform Qualitative Risk Analysis process prioritizes risks for further
analysis by combining probability of occurrence and impact.
·
This
process helps reduce level of uncertainty, and allows the PM to focus on
high-priority risks.
Perform Quantitative Risk Analysis
·
The
Perform Quantitative Risk Analysis process numerically analyzes the effect of
identified risk on overall project objectives.
·
The
quantitative risk information to aid decision making by 1) determining cost and
schedule reserves, 2) determining probability of meeting project objectives,
and 3) determining which risks warrant a response.
·
Quantitative
risk analysis is performed on identified high rated risks from the qualitative
risk analysis process.
·
Whereas
qualitative risk analysis is a subjective evaluation, quantitative risk
analysis is more objective – it rates each risk based on known probabilities
(%) and amount at stake ($).
Plan Risk Responses
·
The
Plan Risk Responses process develops options and actions to enhance
opportunities and reduce threats.
·
Risk
responses should be realistic, cost effective and appropriate. As well,
responses must also be agreed upon by all parties.
Control Risks
·
The
Control Risks process implements risk response plans, tracking identified
risks, monitors residual risks, identifies new risks, and evaluating risk
processes.
·
Control
risks ensure the appropriate policies are followed, and monitor and adjust the
contingency reserves.
Project Procurement Management
Project Procurement Management is the process of
purchasing products and services for the project. Procurement management
includes contract management and change control processes required to develop
and administer contracts.
Project managers should create a procurement
management plan and a procurement statement of work (including the terms and
conditions), and send these documents to prospective sellers.
Procurement Management Processes
Plan Procurement Management
·
The
Plan Procurement Management process documents project’s procurement decisions,
specifies the approach, and identifies potential sellers.
·
Plan
procurement identifies project needs that can best be met by acquiring products
or services from third parties.
Conduct Procurements
·
The
Conduct Procurement process obtains seller responses, selects a seller, and
awards a contract.
·
The PM
team will review proposals and select a seller based on the selection criteria.
Control Procurements
·
The
Conduct Procurements process manages procurement relationships, monitors
contract performance, and makes changes and corrections to contracts as
appropriate.
·
Control
procurements involve:
o Ensuring the outputs are integrated with
the project
o Monitoring payments to the seller
o Manage contractual relationships
o Review contractor’s performance and if
corrective actions are needed
Close Procurements
·
The
Close Procurements process completes or closes the procurement, such as
finalizing open claims and archiving information for the future.
·
Lessons
learned documents are made
·
Unresolved
claims may be subject to litigation after closure.
Project Stakeholder Management
Project Stakeholder Management includes the processes
required to identify the people or organizations that could impact or be
impacted by the project, to analyze stakeholder expectations, and to develop
appropriate stakeholder management strategies.
Stakeholder Management Processes
Identify Stakeholders
·
The
Identify Stakeholders process identifies people or groups that can impact or be
impacted by the project.
·
The
process monitors their interests will help ensure project success.
Plan Stakeholder Management
·
The
Plan Stakeholder Management process develops appropriate management strategies
to effectively engage stakeholders throughout project life cycle.
·
The
goal of this process is to achieve project objectives by minimizing resistors
and increasing supporters.
Manage Stakeholder Engagement
·
The
Manage Stakeholder Engagement process communicates with stakeholders to:
o Meet their needs
o Meet project deliverables
o Foster engagement and working relationship
o Increase support
o Address potential concerns before they
become an issue
o Resolve issues
Control Stakeholder Engagement
The
Control Stakeholder Engagement process monitors overall project stakeholder
relationships and adjusts strategies and plans for engaging stakeholders.
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