Compiled By: Hari G Soeparto

Base on : Standard Portfolio Project Management Project Management Institute USA second edition

24-02-2011

Siklus Visi dan Pencapaiannya Disiplin Untuk Mencapai Tujuan

Manajemen Strategi

Impian/ Visi
Sararan dan Indikator kineja

Enterprise Environment Factor

Impian baru

Manajemen Masalah
Kebijakan, Strategi 2 dan kriteria

Manajemen Portfolio Proyek

Manajemen Solusi

Level 3 feedback

Manajemen Pembelajaran

Program, Anggran dan jadwal

Level 2 feedback

Manajemen Program
Manual Standar Manajemen Proyek

4 Level 1 feedback

Manajemen Program & Project

Manajemen Proyek

5
Penerapan

Strategy-driven Project Management

Hari G Soeparto2002

Strategi, Program dan Proyek

Kemana Kita?
Misi Nilai Policy Proses Visi Strategi Asset

Bagaimana?
Taktik

Kinerja

Siapa kita? Penggarisan agar tercapai

Cara Portofolio Alat Hasil

Program
Proyek

Customers

Hasil

Kinerja

Finance

Arsitektural/ Struktural

Metoda

Process

L&D

Fondasional

Profesional

Tools

Pasar
HRD

Lingkungan

POLITIK, EKONOMI, SOSIAL, TEKNOLOGI &FAKTOR, DEMAND, STRUKTUR, INDUSTRI PENDUKUNG

Balance Score Card

Aset untuk Melaksanakan Misi Mencapai Kinerja

Maksud Kinerja

Struktur

Proses

ASET Aset Intellectual Aset Fisik

Analisa Kesenjangan Aset

Sekarang
Maksud Kinerja
Performance gap

Kedepan
Maksud
Kinerja

Struktur

Proses

Process & Structure Gap

Struktur

Proses

Aset Intelektual Fisik

ASSET GAP

Aset Intelektual Fisik

Portfolio Initiatif Investasi Seleksi/ Prioritasi

Program Maximizing Benefit Succesful Execution Projects

Building

blocks of Portfolio Management

P

Define an actionable strategy

Generate the right work

Select the optimal work

Program/

Monitor Portfolio against objectives

Define an actionable strategy

Which framework do organizations mainly use to do Strategic Planning?

Balanced

Scorecard

22%

Other standard framework

2 %

Strategic plans need to be portfolio actionable

49%

Internally defined or

combination of multiple
Don't

Portfolio Management starts with defining an actionable strrtegy

To Need a way to focus on strategic objective

use a strategic planning framework

The

13%

strategic planning process is not clear

0%
Consulting Group poll

14%

10% 20% 30% 40% 50% 60%

responses from 150 participants in webcast August 22nd 2006

"PMI"

is a registered trade and service mark of the Project Management Institute, Inc. 2008 Permission is granted to PMI for Congress attendee use only

Strategic direction & thrust

Strategic direction can be defined as a course of action that ultimately leads to the achievement of the stated goals of a business or organizational strategy. Strategic thrusts are high-level initiatives arising from the strategic vision and serve to guide the action plans towards some over-arching goals.

Comprehensive Project Portfolio

Organizational Strategy and Objective (communicated through a strategic plan) Operation Planning
(continuing to the business)

Strategic Planning
(responding to environment change)

Initiative
(defined to accomplish strategic and operational objective)

Project Portfolio
(consisting of prioritized strategic and operational programs and projects)

Organizational Resources

Kaitan dengan Governance Organisasi

Strategic Planning
Operation
Operation Improvement Project (Six Sigma Projects)

Strategic

Portfolio Program Project Process, Tools, Metrics

Portfolio Program Project Process, Tools, Metrics

Corporate Operation & Project Operation

Operation Improvement Project (Six Sigma Projects)

Strategic Project Portfolio

Program

Operation

Project Process Tools& Measurement

Cross Company Portfolio Management Process Relationship

Executive Management

Vision

Mission

Strategic Plan

Strategic Objectives

Portfolio Management

Identify Components

Categorize Components

Evaluate Components

Select Components

Identify Portfolio Risks

Analyse portfolio Risks

Prioritize Components

Develop Portfolio Risk Response

Balance Portfolio

Communications Portfolio Adjustment

Authorize Components

Monitor & report Porfolio Risk

Review & report Portfolio Peformance

Monitor Business Stragey Change

Project & Program Management

Project Program Management

Perforamance Measurements

Project Program Close Out

Operation Management

Operations

Portfolio

Strategic

Revenued

Categorization:

Categorization:

Program Architecture
Strategic Alignment Resources Availability Financing Capability Risk

Kriteria

Market Segmentation & Product Categorization

Strategic Alignment Owner Creditworthiness Resources Capability Financing Capability Risk Probability of Win

Kriteria

Prioritazation

Prioritization

Strategic Project Management Process

Portfolio

Program

Project

Aligning

PRE-program Set Up

Initiation

Monitor & Control

Initiation

Planning

Program Set Up

Direct & Manage

Delivering Benefit

Monitor and Control

Monitor & Control

Close

Closing The Program

Integrated Strategic Program Management

TASK
Tarnsition

Hari G Soeparto2010

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