CIPM ® Certified International Project Manager International

Charter and Certification ® Preparation Exam Training

THE AMERICAN ACADEMY OF PROJECT MANAGEMENT
(AAPM)

THE AMERICAN ACADEMY OF PROJECT MANAGEMENT

CHAPTER- INDONESIA
AAPM Approved Training Provider HSP Academy Ruko Graha Boulevard Blok D 26 Gading Serpong Tangerang Tlp. 021-29001151
 TRAINER PROFILE

Fauzi Hasan,
• Doctor in MIS and Candidate Doctor in Economics University of Brawijaya,
Certified Information System Security consultant and Trainer(CISA, CISSP,
SSCP, ITIL, CISM, CGEIT, CSCP), Risk and Compliance (CPRP)
• Certified Trainer and consultant in Project Man agement (PMP, CE-PM), and
Supply Chain Management (APICS, CMPP), IT Service Management (ITIL),
Change Management (APMG), Asia-Pacific Ec-Council and PMI trainer.
• Lecturer at University of Indonesia (UI)and UIN –Jakarta, Project and Senior
Consultant (Key Note Consultant) for The Ministry of communications and
Telematics DEPKOMINFO), Change Management (Post Graduate Program-
S2)
• Business Process Management consultant (eTOM and ITIL, TOGAF)
• Industrial exposure: IT, Manufacturing, Telecommunication, Chemicals, Oil
& Gas, Government, Banks, Hospital
• International exposures: Hoechs (Singapore), Magnus (The Nederland), STC
(Saudi Arabia), Horascom (Egypt), Mobili (Dubai), Etc.
• Specialist in IT Strategy and Master Plan and Business Process Modeling
Feel free to
interupt

Don’t wait
till the end!

You might
forget
A walk through the course
outline
 What is a Project?
•All projects have a beginning, a middle and an
end.

Beginning Middle End

 Beginning Middle End

•A definition:

•“A temporary endeavor undertaken to

accomplish a unique purpose”
• Operations is work done to sustain the
business.

• A project ends when its objectives have been

reached, or the project has been terminated.

• Projects can be large or small and take a

short or long time to complete.
 Sample of Projects
• Developing a new product / service
• Effecting a change in structure, staffing, or style of
an organization
• Designing a new transportation vehicle
• Developing or acquiring a new or modified IT
system
• Constructing a building or facility
• Building a water system for a community in a
developing country
• Running a campaign for political office
• Implementing a new business procedure or process
 Time, Cost
Cross
A target A defined life New or and
organisational
outcome span participation unique performance
requirements

• Projects have a common set of characteristics which

can also be defined by what they are not
 Time, Cost
Cross
A target A defined
organisational
New or and
outcome life span participation unique performance
requirements

• Projects have a common set of characteristics

which can also be defined by what they are not
 What a project isn’t
No constraints
One team or Creating the
Go on on time, cost
Explorations one person same thing
indefinitely or
working alone multiple times
performance
 The Attributes of PM
– Has a unique purpose.
– Is temporary.
– Is developed using progressive elaboration.
– Requires resources, often from various areas.
– Should have a primary customer or sponsor.
• The project sponsor usually provides the direction and
funding for the project.
– Involves uncertainty.
 The Advantages of using Formal PM
• Better control of financial, physical, and human
resources.
• Improved customer relations.
• Shorter development times.
• Lower costs.
• Higher quality and increased reliability.
• Higher profit margins.
• Improved productivity.
• Better internal coordination.
• Higher worker morale (less stress).
 Project and Program Managers
• Project managers work with project sponsors,
project teams, and other people involved in projects
to meet project goals.
• Program: “A group of related projects managed in a
coordinated way to obtain benefits and control not
available from managing them individually.”*
• Program managers oversee programs and often act
as bosses for project managers.

*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (2004), p. 16.
 The Triple Constraint
• Every project is constrained in different ways by its:

– Scope goals: What work will be done?

– Time goals: How long should it take to complete?

– Cost goals: What should it cost?

• It is the project manager’s duty to balance these

three often-competing goals.
Figure 1-1. The Triple Constraint of
Project Management

Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!
The Quadruple Constraint
Time
Time

Quality
Quality

Scope
Scope Cost
Cost
 What is Project Management?

• Project management is “the application of

knowledge, skills, tools and techniques to
project activities to meet project
requirements.”*

*PMI, A Guide to the Project Management Body of Knowledge

(PMBOK® Guide) (2004), p. 8.
 Project Stakeholders
• Stakeholders are the people involved in or affected
by project activities.
• Stakeholders include:
– Project sponsor
– Project manager
– Project team
– Support staff
– Customers
– Users
– Suppliers
– Opponents to the project
Figure 1-2. Project Management
Framework
• The PMBOK’s 9 Knowledge areas

Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• Time Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• Cost Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• Scope Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• Quality Management
 Remember this?

• The first four knowledge areas are Core Functions

 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management Management
Management Management
Management Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• The next four knowledge areas are Facilitating Processes

 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• HR Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• Risk Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management

• Communications Management
 Time
Time Cost
Cost Scope
Scope
Management
Management Management
Management Management
Management

Quality
Quality Integration
Integration HR
HR
Management
Management Management
Management Management
Management

Communicati
Communicati
Risk
Risk Procurement
Procurement
on
on
Management
Management Management
Management
Management
Management
• Integration Management – pulling it all together
Technical skills People Skills

Leading,
Budgeting,
Motivating,
Scheduling,
Listening,
Documenting
Empathising

• Which ones are most important for projects?

Figure 1.3 Technical and Sociocultural Dimensions of Project Management
(Gray & Larson, 2006, p13)
 Project Stakeholders
• Stakeholders are the people involved in or affected
by project activities.
• Stakeholders include:
– Project sponsor
– Project manager
– Project team
– Support staff
– Customers
– Users
– Suppliers
– Opponents to the project
 Project Management Tools and
Techniques
• Project management tools and techniques assist project
managers and their teams in various aspects of project
management.
• Specific tools and techniques include:
– Project charters, scope statements, and WBS (scope).
– Gantt charts, network diagrams, critical path
analyses, critical chain scheduling (time).
– Cost estimates and earned value management (cost).
 Project Portfolio Management
• Many organizations support an emerging
business strategy of project portfolio
management:

– Organizations group and manage projects as a

portfolio of investments that contribute to the
entire enterprise’s success.
 Why the Improvements?
“The reasons for the increase in successful
projects vary. First, the average cost of a
project has been more than cut in half. Better
tools have been created to monitor and
control progress and better skilled project
managers with better management
processes are being used. The fact that there
are processes is significant in itself.”*

*The Standish Group, “CHAOS 2001: A Recipe for Success” (2001).

1. Executive support
2. User involvement
3. Experienced project manager
4. Clear business objectives
5. Minimized scope
6. Standard software
Project
infrastructure
7. Firm basic requirements
Success
8. Formal methodology
9. Reliable estimates
Factors
10. Other criteria, such as small The Standish
milestones, proper planning, Group, “Extreme
competent staff, and ownership CHAOS” (2001).
 Use an integrated project management
toolbox that includes standard and
advanced tools and lots of templates.
 Grow project leaders, emphasizing
business and soft skills.
 Develop a streamlined project delivery
process.
 Measure project health using metrics,
including customer satisfaction and
return on investment
 The Role of the Project Manager
• Job descriptions vary, but most include
responsibilities such as planning, scheduling,
coordinating, and working with people to
achieve project goals.

• Remember that 97 percent of successful

projects were led by experienced project
managers.
 Fifteen Project Management Job
Functions*
• Define scope of project. • Evaluate project requirements.
• Identify stakeholders, decision- • Identify and evaluate risks.
makers, and escalation • Prepare contingency plan.
procedures. • Identify interdependencies.
• Develop detailed task list • Identify and track critical
(work breakdown structures). milestones.
• Estimate time requirements. • Participate in project phase
review.
• Develop initial project
• Secure needed resources.
management flow chart.
• Manage the change control
• Identify required resources process.
and budget.
• Report project status.
*Northwest Center for Emerging Technologies, “Building a Foundation for Tomorrow: Skills
Standards for Information Technology,” Belleview, WA, 1999.
 Suggested Skills for Project
Managers
• Project managers need a wide variety of skills.

• They should:

– Be comfortable with change.

– Understand the organizations they work in and with.

– Lead teams to accomplish project goals.

 Suggested Skills for Project
Managers
• Project managers need both “hard” and
“soft” skills.

– Hard skills include product knowledge and

knowing how to use various project management
tools and techniques.

– Soft skills include being able to work with various

types of people.
 Suggested Skills for Project
Managers
• Communication skills: Listens, persuades.
• Organizational skills: Plans, sets goals, analyzes.
• Team-building skills: Shows empathy, motivates,
promotes esprit de corps.
• Leadership skills: Sets examples, provides vision (big
picture), delegates, positive, energetic.
• Coping skills: Flexible, creative, patient, persistent.
• Technology skills: Experience, project knowledge.
Table 1-4. Most Significant Characteristics of Effective and
Ineffective Project Managers
 Importance of Leadership Skills
• Effective project managers provide leadership by
example.
• A leader focuses on long-term goals and big-picture
objectives while inspiring people to reach those goals.
• A manager deals with the day-to-day details of
meeting specific goals.
• Project managers often take on both leader and
manager roles.
 History of Project Management
• Some people argue that building the Egyptian
pyramids was a project, as was building the
Great Wall of China.

• Most people consider the Manhattan Project

to be the first project to use “modern” project
management.

– This three-year, $2 billion (in 1946 dollars) project

had a separate project and technical managers.
 Figure 1-4. Sample Gantt Chart
Work Breakdown Structure (WBS)

The WBS is shown on the left, and each task’s start and finish dates
are shown on the right. First used in 1917, early Gantt charts were
drawn by hand.
 Figure 1-5. Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks are on the critical path. If any task on the
critical path takes longer to complete than planned, the whole project will
slip unless something is done. Network diagrams were first used in 1958
on the Navy Polaris project before project management software was
available.
 Project Management Office (PMO)
• A PMO is an organizational group responsible for coordinating the
project management function throughout an organization.
• Possible goals include :
– Collect, organize, and integrate project data for the entire organization.
– Develop and maintain templates for project documents.
– Develop or coordinate training in various project management topics.
– Develop and provide a formal career path for project managers.
– Provide project management consulting services.
– Provide a structure to house project managers while they are acting in those
roles or are between projects.
Figure 1-6. Sample Enterprise
Project Management Tool