PMBOK 5 Vs PMBOK 6 , detailed differences of Table Of Contents

Pmbok 5
Project Management Knowledge Areas

Project environment
Role Of project Manager
Intro Project Knowledge Area
Project Management Process Group ( IPE M&C C)


1.1Overview & purpose of this guide
1.1.1The standard for project management
1.1.2Common Vocabulary
1.1.3Code Ethics and Profesional Conduct
1.2Foundational Elements
1.2.2The importance of project management
1.2.3Relationship of project program portfolio & operational management
1.2.4Components of the guide
1.2.6Project Management Business Documents

The environment  of
which projects operate
2.2Enterprise Environmental Factors
2.2.1EEFs Internal to organization
2.2.2EEFs External to organization
2.3Organizational process assets
2.3.1Process Policies & procedures
2.3.2Organizational knowledge repositories
2.4Organizational Systems
2.4.2Organizational Governance Frameworks
2.4.3Management elements
2.4.4Organizational structure types
The role Of the project manager
3.2Definition of project manager
3.3The project manager sphere of influence
3.3.2Definition of a project manager
3.3.3The project manager’s sphere of influences Overview The Project The Organization The Industri Professional Discipline Across Discipline
3.4Project Manager Competences
3.4.2Technical Project management skills
3.4.3Strategic & business management skills
3.4.4Leadership skills
3.4.5Comparation of leadership and management
3.5Performing Integration
3.5.1Performing Integration at The process level
3.5.2Integration at the context level
3.5.3Integration at the cognitive level
3.5.4Integration & complexity
Project Integration
4.1Develop Project charter
4.1.1Develop Project charter: input
4.1.2Develop Project charter: tool & techniques
4.1.3Develop Project charter: outputs
4.2Develop Project  Management Plan
4.2.1Develop Project  Management Plan:input
4.2.2Develop Project  Management Plan: tool & techniques
4.2.3Develop Project  Management Plan: Output
4.3Direct and manage Project work
4.3.1Direct and manage Project work:input
4.3.2Direct and manage Project work: tool & techniques
4.3.3Direct and manage Project work: Output
4.4Manage Project Knowledge
4.4.1Manage Project Knowledge: input
4.4.2Manage Project Knowledge: tool & techniques
4.4.3Manage Project Knowledge:output
4.5Monitor & Control Project Works
4.5.1Monitor & control Project Works: input
4.5.2Monitor & control Project Works: tool & techniques
4.5.3Monitor & control Project Works:output
4.6Perform Integrated change control
4.6.1Perform Integrated change control: input
4.6.2Perform Integrated change control: tool & techniques
4.6.3Perform Integrated change control:output
4.7Close Project or phase
4.7.1Close Project or phase: input
4.7.2Close Project or phase: tool & techniques
4.7.3Close Project or phase:output
Project Scope Management
5.1Plan Scope Management
5.1.1Plan Scope Management: input
5.1.2Plan Scope Management: tool & techniques
5.1.3Plan Scope Management:output
5.2Collect requirements
5.2.1Collect requirements: input
5.2.2Collect requirements: tool & techniques
5.2.3Collect requirements:output
5.3Define scope
5.3.1Define scope: input
5.3.2Define scope: tool & techniques
5.3.3Define scope:output
5.4Create WBS
5.4.1Create WBS: input
5.4.2Create WBS: tool & techniques
5.4.3Create WBS:output
5.5Validate Scope
5.5.1Validate Scope: input
5.5.2Validate Scope: tool & techniques
5.5.3Validate Scope:output
5.6Control Scope
5.6.1Control Scope: input
5.6.2Control Scope: tool & techniques
5.6.3Control Scope:output
Project Schedule Management
6.1Plan Schedule Management
6.1.1Plan Schedule Management: input
6.1.2Plan Schedule Management: tool & techniques
6.1.3Plan Schedule Management:output
6.2Define Activities
6.2.1Define Activities: input
6.2.2Define Activities: tool & techniques
6.2.3Define Activities:output
6.3Sequence Activities
6.3.1Sequence Activities: input
6.3.2Sequence Activities: tool & techniques
6.3.3Sequence Activities:output
6.4Estimate Activity Durations
6.4.1Estimate Activity Durations: input
6.4.2Estimate Activity Durations: tool & techniques
6.4.3Estimate Activity Durations:output
6.5Develop Schedule
6.5.1Develop Schedule: input
6.5.2Develop Schedule: tool & techniques
6.5.3Develop Schedule:output
6.6Control schedule
6.6.1Control schedule: input
6.6.2Control schedule: tool & techniques
6.6.3Control schedule:output
Project Cost Management
7.1Plan cost Management
7.1.1Plan cost Management: input
7.1.2Plan cost Management: tool & techniques
7.1.3Plan cost Management:output
7.2Estimate costs
7.2.1Estimate costs: input
7.2.2Estimate costs: tool & techniques
7.2.3Estimate costs:output
7.3Determine Budget
7.3.1Determine Budget: input
7.3.2Determine Budget: tool & techniques
7.3.3Determine Budget:output
7.4Control Cost
7.4.1Control Cost: input
7.4.2Control Cost: tool & techniques
7.4.3Control Cost:output
Project Quality Management
8.1Plan Quality Management
8.1.1Plan Quality Management: input
8.1.2Plan Quality Management: tool & techniques
8.1.3Plan Quality Management:output
8.2Manage Quality
8.2.1Manage Quality: input
8.2.2Manage Quality: tool & techniques
8.2.3Manage Quality:output
8.3Control Quality
8.3.1Control Quality: input
8.3.2Control Quality: tool & techniques
8.3.3Control Quality:output
Project Resource Management
9.1Plan resource Management
9.1.1Plan resource Management: input
9.1.2Plan resource Management: tool & techniques
9.1.3Plan resource Management:output
9.2Estimate Activity resources
9.2.1Estimate Activity resources: input
9.2.2Estimate Activity resources: tool & techniques
9.2.3Estimate Activity resources:output
9.3Acquire Resources
9.3.1Acquire Resources: input
9.3.2Acquire Resources: tool & techniques
9.3.3Acquire Resources:output
9.4Develop Team
9.4.1Develop Team: input
9.4.2Develop Team: tool & techniques
9.4.3Develop Team:output
9.5Manage team
9.5.1Manage team: input
9.5.2Manage team: tool & techniques
9.5.3Manage team:output
9.6Control Resources
9.6.1Control Resources: input
9.6.2Control Resources: tool & techniques
9.6.3Control Resources:output
Project Communication Management
10.1Plan Communication Management
10.1.1Plan Communication Management: input
10.1.2Plan Communication Management: tool & techniques
10.1.3Plan Communication Management:output
10.2Manage Communications
10.2.1Manage Communications: input
10.2.2Manage Communications: tool & techniques
10.2.3Manage Communications:output
10.3Monitor Communication
10.3.1Monitor Communication: input
10.3.2Monitor Communication: tool & techniques
10.3.3Monitor Communication:output
Project Risk Management
11.1Plan risk management
11.1.1Plan risk management: input
11.1.2Plan risk management: tool & techniques
11.1.3Plan risk management:output
11.2Identify risk
11.2.1Identify risk: input
11.2.2Identify risk: tool & techniques
11.2.3Identify risk:output
11.3Perform qualitative risk analysis
11.3.1Perform qualitative risk analysis: input
11.3.2Perform qualitative risk analysis: tool & techniques
11.3.3Perform qualitative risk analysis:output
11.4Perform quantitative risk analysis
11.4.1Perform quantitative risk analysis: input
11.4.2Perform quantitative risk analysis: tool & techniques
11.4.3Perform quantitative risk analysis:output
11.5Plan risk responses
11.5.1Plan risk responses: input
11.5.2Plan risk responses: tool & techniques
11.5.3Plan risk responses:output
11.6Implement risk responses
11.6.1Implement risk responses: input
11.6.2Implement risk responses: tool & techniques
11.6.3Implement risk responses:output
11.7Monitor risks
11.7.1Monitor risks: input
11.7.2Monitor risks: tool & techniques
11.7.3Monitor risks:output
Project Procurement Management
12.1Plan procurement
12.1.1Plan procurement: input
12.1.2Plan procurement: tool & techniques
12.1.3Plan procurement:output
12.2Conduct Procurements
12.2.1Conduct Procurements: input
12.2.2Conduct Procurements: tool & techniques
12.2.3Conduct Procurements:output
12.3Control Procurements
12.3.1Control Procurements: input
12.3.2Control Procurements: tool & techniques
12.3.3Control Procurements:output
Project Stakeholder Management
13.1Identify Stakeholder engagement
13.1.1Identify Stakeholder engagement: input
13.1.2Identify Stakeholder engagement: tool & techniques
13.1.3Identify Stakeholder engagement:output
13.2Plan stakeholder engagement
13.2.1Plan stakeholder engagement: input
13.2.2Plan stakeholder engagement: tool & techniques
13.2.3Plan stakeholder engagement:output
13.3Manage stakeholder engagement
13.3.1Manage stakeholder engagement: input
13.3.2Manage stakeholder engagement: tool & techniques
13.3.3Manage stakeholder engagement:output
13.4Monitor Stakeholder engagement
13.4.1Monitor Stakeholder engagement: input
13.4.2Monitor Stakeholder engagement: tool & techniques
13.4.3Close Project or phase:output
1.1Project & Project Management
1.2Relationships among  project program portfolio & operational management
1.3Linking organizational governance and project governance
1.4Project success and benefit management
1.5The project life cycle
1.6Project stakeholders
1.7Role of project manager
1.8Project management knowledge areas
1.9Project management process group
1.10Enterprise environmental factors and organizational process asset
1.11Tailoring the project artifacts
Initiating Process Group
2.1Develop Project charter
2.2Identify Stakeholder
2.2.1Project Management Plan components
2.2.2Project Documents Examples
2.2.3Project Documents Plan Updates
2.2.4Project Documents Updates
Planning Process Group
3.1Develop Project management Plan
3.2Plan Scope Management
3.2.1Project Management Plan components
3.3Collect requirements
3.3.1Project Management Plan components
3.3.2Project Documents Examples
3.4Define Scope
3.4.1Project Management Plan components
3.4.2Project Documents Examples
3.4.3Project Documents Updates
3.5Create WBS
3.5.1Project Management Plan components
3.5.2Project Documents Examples
3.5.3Project Documents Updates
3.6Plan schedule Management
3.6.1Project Management Plan components
3.7Define activities
3.7.1Project Management Plan components
3.7.2Project Documents Updates
3.8Sequence Activities
3.8.1Project Management Plan components
3.8.2Project Documents Examples
3.8.3Project Documents Updates
3.9Estimate activity durations
3.9.1Project Management Plan components
3.9.2Project Documents Examples
3.9.3Project Documents Updates
3.10Develop schedule
3.10.1Project Management Plan components
3.10.2Project Documents Examples
3.10.3Project Documents Plan Updates
3.10.4Project Documents Updates
3.11Plan cost management
3.11.1Project Management Plan components
3.12Estimate Costs
3.12.1Project Management Plan components
3.12.2Project Documents Examples
3.12.3Project Documents Updates
3.13determine Budget
3.13.1Project Management Plan components
3.13.2Project Documents Examples
3.13.3Project Documents Updates
3.14Plan quality management
3.14.1Project Management Plan components
3.14.2Project Documents Examples
3.14.3Project Documents Plan Updates
3.14.4Project Documents Updates
3.15Plan resource management
3.15.1Project Management Plan components
3.15.2Project Documents Examples
3.15.3Project Documents Updates
3.16Estimates activity resources
3.16.1Project Management Plan components
3.16.2Project Documents Examples
3.16.3Project Documents Updates
3.17Plan communications management
3.17.1Project Management Plan components
3.17.2Project Documents Examples
3.17.3Project Documents Plan Updates
3.17.4Project Documents Updates
3.18Plan risk Management
3.18.1Project Management Plan components
3.18.2Project Documents Examples
3.19Identify risk
3.19.1Project Management Plan components
3.19.2Project Documents Examples
3.19.3Project Documents Updates
3.20Perform qualitative risk analysis
3.20.1Project Management Plan components
3.20.2Project Documents Examples
3.20.3Project Documents Updates
3.21Peform quantitative risk analysis
3.21.1Project Management Plan components
3.21.2Project Documents Examples
3.21.3Project Documents Updates
3.22Plan risk responses
3.22.1Project Management Plan components
3.22.2Project Documents Examples
3.22.3Project Documents Plan Updates
3.22.4Project Documents Updates
3.23Plan Procurement Management
3.23.1Project Management Plan components
3.23.2Project Documents Examples
3.23.3Project Documents Updates
3.24Plan Stakeholder engagement
3.24.1Project Management Plan components
3.24.2Project Documents Examples
Executing Process group
4.1Direct & manage Project work
4.1.1Project Management Plan components
4.1.2Project Documents Examples
4.1.3Project Documents Plan Updates
4.1.4Project Documents Updates
4.2Manage Project Knowledge
4.2.1Project Management Plan components
4.2.2Project Documents
4.2.3Project Documents Plan Updates
4.3Manage Quality
4.3.1Project Management Plan components
4.3.2Project Documents Examples
4.3.3Project Documents Plan Updates
4.3.4Project Documents Updates
4.4Acquire Resources
4.4.1Project Management Plan components
4.4.2Project Documents Examples
4.4.3Project Documents Plan Updates
4.4.4Project Documents Updates
4.5Develop team 
4.5.1Project Management Plan components
4.5.2Project Documents Examples
4.5.3Project Documents Plan Updates
4.5.4Project Documents Updates
4.6Manage Team
4.6.1Project Management Plan components
4.6.2Project Documents Examples
4.6.3Project Documents Plan Updates
4.6.4Project Documents Updates
4.7Manage Communications
4.7.1Project Management Plan components
4.7.2Project Documents Examples
4.7.3Project Documents Plan Updates
4.7.4Project Documents Updates
4.8Implement Risk Responses
4.8.1Project Management Plan components
4.8.2Project Documents Examples
4.8.3Project Documents Updates
4.9Conduct Procurements
4.9.1Project Management Plan components
4.9.2Project Documents Examples
4.9.3Project Documents Plan Updates
4.9.4Project Documents Updates
4.10Manage Stakeholder Engagement
4.10.1Project Management Plan components
4.10.2Project Documents Examples
4.10.3Project Documents Plan Updates
4.10.4Project Documents Updates
Monitoring & Controlling Process Group
5.1Monitoring & control Project work
5.1.1Project Management Plan components
5.1.2Project Documents Examples
5.1.3Project Documents Plan Updates
5.1.4Project Documents Updates
5.2Perform Integrated change control
5.2.1Project Management Plan components
5.2.2Project Documents Examples
5.2.3Project Documents Plan Updates
5.2.4Project Documents Updates
5.3Validate scope
5.3.1Project Management Plan components
5.3.2Project Documents Examples
5.3.3Project Documents Updates
5.4Control Scope
5.4.1Project Management Plan components
5.4.2Project Documents Examples
5.4.3Project Documents Plan Updates
5.4.4Project Documents Updates
5.5Control Schedule
5.5.1Project Management Plan components
5.5.2Project Documents Examples
5.5.3Project Documents Plan Updates
5.5.4Project Documents Updates
5.6Control Costs
5.6.1Project Management Plan components
5.6.2Project Documents Examples
5.6.3Project Documents Plan Updates
5.6.4Project Documents Updates
5.7Control Quality
5.7.1Project Management Plan components
5.7.2Project Documents Examples
5.7.3Project Documents Plan Updates
5.7.4Project Documents Updates
5.8Control Resources
5.8.1Project Management Plan components
5.8.2Project Documents Examples
5.8.3Project Documents Plan Updates
5.8.4Project Documents Updates
5.9Monitor communications
5.9.1Project Management Plan components
5.9.2Project Documents Examples
5.9.3Project Documents Plan Updates
5.9.4Project Documents Updates
5.10Monitor Risks
5.10.1Project Management Plan components
5.10.2Project Documents Examples
5.10.3Project Documents Plan Updates
5.10.4Project Documents Updates
5.11Control Procurements
5.11.1Project Management Plan components
5.11.2Project Documents Examples
5.11.3Project Documents Plan Updates
5.11.4Project Documents Updates
5.12Monitor stakeholder engagement
5.12.1Project Management Plan components
5.12.2Project Documents Examples
5.12.3Project Documents Plan Updates
5.12.4Project Documents Updates
Closing Process Group
6.1Close Project or phase
6.1.1Project Management plan components
6.1.2Project Documents examples
6.1.3Project Documents Updates


1.1Purpose of the PMBOK® Guide
1.2What is a Project?
1.2.1The Relationships Among Portfolios, Programs, and Projects
1.3What is Project Management?
1.4Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
1.4.1Program Management
1.4.2Portfolio Management
1.4.3Projects and Strategic Planning
1.4.4Project Management Office
1.5Relationship Between Project Management, Operations Management, and Organizational Strategy
Operations and Project Management
Organizations and Project Management
1.6Business Value
1.7Role of the Project Manager
Responsibilities and Competencies of the Project Manager
Interpersonal Skills of a Project Manager
1.8Project Management Body of Knowledge
2.1Organizational Influences on Project Management
2.1.1Organizational Cultures and Styles
2.1.2Organizational Communications
2.1.3Organizational Structures
2.1.4Organizational Process Assets
2.1.5Enterprise Environmental Factors
2.2Project Stakeholders and Governance
2.2.1Project Stakeholders
2.2.2Project Governance
2.2.3Project Success
2.3Project Team
2.3.1Composition of Project Teams
2.4Project Life Cycle
2.4.1Characteristics of the Project Life Cycle
2.4.2Project Phases
3.1Common Project Management Process Interactions
3.2Project Management Process Groups
3.3Initiating Process Group
3.4Planning Process Group
3.5Executing Process Group
3.6Monitoring and Controlling Process Group
3.7Closing Process Group
3.8Project Information
3.9Role of the Knowledge Areas
4.1Develop Project Charter
4.1.1Develop Project Charter: Inputs
4.1.2Develop Project Charter: Tools and Techniques
4.1.3Develop Project Charter: Outputs
4.2Develop Project Management Plan
4.2.1Develop Project Management Plan: Inputs
4.2.2Develop Project Management Plan: Tools and Techniques
4.2.3Develop Project Management Plan: Outputs
4.3Direct and Manage Project Work
4.3.1Direct and Manage Project Work: Inputs
4.3.2Direct and Manage Project Work: Tools and Techniques
4.3.3Direct and Manage Project Work: Outputs
4.4Monitor and Control Project Work
4.4.1Monitor and Control Project Work: Inputs
4.4.2Monitor and Control Project Work: Tools and Techniques
4.4.3Monitor and Control Project Work: Outputs
4.5Perform Integrated Change Control
4.5.1Perform Integrated Change Control: Inputs
4.5.2Perform Integrated Change Control: Tools and Techniques
4.5.3Perform Integrated Change Control: Outputs
4.6Close Project or Phase
4.6.1Close Project or Phase: Inputs
4.6.2Close Project or Phase: Tools and Techniques
4.6.3Close Project or Phase: Outputs
5.1Plan Scope Management
5.1.1Plan Scope Management: Inputs
5.1.2Plan Scope Management: Tools and Techniques
5.1.3Plan Scope Management: Outputs
5.2Collect Requirements
5.2.1Collect Requirements: Inputs
5.2.2Collect Requirements: Tools and Techniques
5.2.3Collect Requirements: Outputs
5.3Define Scope
5.3.1Define Scope: Inputs
5.3.2Define Scope: Tools and Techniques
5.3.3Define Scope: Outputs
5.4Create WBS
5.4.1Create WBS: Inputs
5.4.2Create WBS: Tools and Techniques
5.4.3Create WBS: Outputs
5.5Validate Scope
5.5.1Validate Scope: Inputs
5.5.2Validate Scope: Tools and Techniques
5.5.3Validate Scope: Outputs
5.6Control Scope
5.6.1Control Scope: Inputs
5.6.2Control Scope: Tools and Techniques
5.6.3Control Scope: Outputs
6.1Plan Schedule Management
6.1.1Plan Schedule Management: Inputs
6.1.2Plan Schedule Management: Tools and Techniques
6.1.3Plan Schedule Management: Outputs
6.2Define Activities
6.2.1Define Activities: Inputs
6.2.2Define Activities: Tools and Techniques
6.2.3Define Activities: Outputs
6.3Sequence Activities
6.3.1Sequence Activities: Inputs
6.3.2Sequence Activities: Tools and Techniques
6.3.3Sequence Activities: Outputs
6.4Estimate Activity Resources
6.4.1Estimate Activity Resources: Inputs
6.4.2Estimate Activity Resources: Tools and Techniques
6.4.3Estimate Activity Resources: Outputs
6.5Estimate Activity Durations
6.5.1Estimate Activity Durations: Inputs
6.5.2Estimate Activity Durations: Tools and Techniques
6.5.3Estimate Activity Durations: Outputs
6.6Develop Schedule
6.6.1Develop Schedule: Inputs
6.6.2Develop Schedule: Tools and Techniques
6.6.3Develop Schedule: Outputs
6.7Control Schedule
6.7.1Control Schedule: Inputs
6.7.2Control Schedule: Tools and Techniques
6.7.3Control Schedule: Outputs
7.1Plan Cost Management
7.1.1Plan Cost Management: Inputs
7.1.2Plan Cost Management: Tools and Techniques
7.1.3Plan Cost Management: Outputs
7.2Estimate Costs
7.2.1Estimate Costs: Inputs
7.2.2Estimate Costs: Tools and Techniques
7.2.3Estimate Costs: Outputs
7.3Determine Budget
7.3.1Determine Budget: Inputs
7.3.2Determine Budget: Tools and Techniques
7.3.3Determine Budget: Outputs
7.4Control Costs
7.4.1Control Costs: Inputs
7.4.2Control Costs: Tools and Techniques
7.4.3Control Costs: Outputs
8.1Plan Quality Management
8.1.1Plan Quality Management: Inputs
8.1.2Plan Quality Management: Tools and Techniques
8.1.3Plan Quality Management: Outputs
8.2Perform Quality Assurance
8.2.1Perform Quality Assurance: Inputs
8.2.2Perform Quality Assurance: Tools and Techniques
8.2.3Perform Quality Assurance: Outputs
8.3Control Quality
8.3.1Control Quality: Inputs
8.3.2Control Quality: Tools and Techniques
8.3.3Control Quality: Outputs
9.1Plan Human Resource Management
9.1.1Plan Human Resource Management: Inputs
9.1.2Plan Human Resource Management: Tools and Techniques
9.1.3Plan Human Resource Management: Outputs
9.2Acquire Project Team
9.2.1Acquire Project Team: Inputs
9.2.2Acquire Project Team: Tools and Techniques
9.2.3Acquire Project Team: Outputs
9.3Develop Project Team
9.3.1Develop Project Team: Inputs
9.3.2Develop Project Team: Tools and Techniques
9.3.3Develop Project Team: Outputs
9.4Manage Project Team
9.4.1Manage Project Team: Inputs
9.4.2Manage Project Team: Tools and Techniques
9.4.3Manage Project Team: Outputs
10.1Plan Communications Management
10.1.1Plan Communications Management: Inputs
10.1.2Plan Communications Management: Tools and Techniques
10.1.3Plan Communications Management: Outputs
10.2Manage Communications
10.2.1Manage Communications: Inputs
10.2.2Manage Communications: Tools and Techniques
10.2.3Manage Communications: Outputs
10.3Control Communications
10.3.1Control Communications: Inputs
10.3.2Control Communications: Tools and Techniques
10.3.3Control Communications: Outputs
11.1Plan Risk Management
11.1.1Plan Risk Management: Inputs
11.1.2Plan Risk Management: Tools and Techniques
11.1.3Plan Risk Management: Outputs
11.2Identify Risks
11.2.1Identify Risks: Inputs
11.2.2Identify Risks: Tools and Techniques
11.2.3Identify Risks: Outputs
11.3Perform Qualitative Risk Analysis
11.3.1Perform Qualitative Risk Analysis: Inputs
11.3.2Perform Qualitative Risk Analysis: Tools and Techniques
11.3.3Perform Qualitative Risk Analysis: Outputs
11.4Perform Quantitative Risk Analysis
11.4.1Perform Quantitative Risk Analysis: Inputs
11.4.2Perform Quantitative Risk Analysis: Tools and Techniques
11.4.3Perform Quantitative Risk Analysis: Outputs
11.5Plan Risk Responses
11.5.1Plan Risk Responses: Inputs
11.5.2Plan Risk Responses: Tools and Techniques
11.5.3Plan Risk Responses: Outputs
11.6Control Risks
11.6.1Control Risks: Inputs
11.6.2Control Risks: Tools and Techniques
11.6.3Control Risks: Outputs
12.1Plan Procurement Management
12.1.1Plan Procurement Management: Inputs
12.1.2Plan Procurement Management: Tools and Techniques
12.1.3Plan Procurement Management: Outputs
12.2Conduct Procurements
12.2.1Conduct Procurements: Inputs
12.2.2Conduct Procurements: Tools and Techniques
12.2.3Conduct Procurements: Outputs
12.3Control Procurements
12.3.1Control Procurements: In
12.3.2Control Procurements: Tools and Techniques
12.3.3Control Procurements: Outputs
12.4Close Procurements
12.4.1Close Procurements: Inputs
12.4.2Close Procurements: Tools and Techniques
12.4.3Close Procurements: Outputs
13.1Identify Stakeholders
13.1.1Identify Stakeholders: Inputs
13.1.2Identify Stakeholders: Tools and Techniques
13.1.3Identify Stakeholders: Outputs
13.2Plan Stakeholder Management
13.2.1Plan Stakeholder Management: Inputs
13.2.2Plan Stakeholder Management: Tools and Techniques
13.2.3Plan Stakeholder Management: Outputs
13.3Manage Stakeholder Engagement
13.3.1Manage Stakeholder Engagement: Inputs
13.3.2Manage Stakeholder Engagement: Tools and Techniques
13.3.3Manage Stakeholder Engagement: Outputs
13.4Control Stakeholder Engagement
13.4.1Control Stakeholder Engagement: Inputs
13.4.2Control Stakeholder Engagement: Tools and Techniques
13.4.3Control Stakeholder Engagement: Outputs
Appendix X2 Contributors and Reviewers of the PMBOK® Guide Fifth Edition


Key Success of Manager


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The key purpose of management and leadership as described by the Management Standards Center (2004) is to provide direction, facilitate change and achieve results through the efficient, creative and responsible use of resource.

Management is the process of deciding what to do and then getting it done through the effective use of resources.

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  • CONTROLLING- monitor activities and make corrections

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A Manager To make decision, planning,forecast,review ,develop & controlling. Concerned with future, present and past.

  • To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct.
  • It is about what managers do to make things
  • They define goals, determine the resources – people, finance, work systems and technology – required to achieve the goals, allocate those resources to opportunities and planned activities and ensure that those activities take place as planned in order to achieve predetermined objectives

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Key Success:

  1. Leadership
  2. Effective & efficiency :Manage of works & load
  3. Problem solving
  4. Project management
  5. Balancing management
  6. Strategy Planning


Leadership,Improving your functional leadership


  • Set standards, and maintain them.
  • Monitor and evaluate performance.
  • Set realistic and achievable objectives.



  • Let people know that personal gain is not as important as team achievement.
  • Communicate regularly.
  • Encourage co-operation and compromise in the event of differences among team members.
  • Keep everyone informed of progress.


  • Explain what is to be done, why and how, coaching
  • Encourage people to be more involved.
  • Get to know people. Help people develop their skills,training
  • Delegate wherever possible.
  • Recognize people’s achievements and contributions.
  • Make any criticism constructive.

 Effective & efficiency :Manage of works & load

  • EFFECTIVE = Doing the right things, meet with needs & expectation
  • EFFICIENT = Doing something in the right way, within the approved budget, timely completed , quality, scope written.
  • Managing Work & load:


Effective Problem solving

  1. Define the problem or issue.
    • Problems v. solutions, Social v. Technical
  2. Gather information.
  3. Create options.
    • logical thinking,creative thinking,brainstorm
  4. Evaluate options.
  5. Make the decisions
  6. Implement the decisions
  7. Follow up and evaluate.

Project management

  • Project management is the application of knowledge, skills, tools, and techniques to project activities to meet theproject requirements.
  • Make things happen within compliances.

Balancing management

  • Security v. risk-taking
  • Delegation v. personal control
  • Logic v. Inspiration ,innovation
  • Progress(changing) v. Stability
  • Control v. motivation
  • Procedures v. flexibility
  • Responsibility v. authority

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Strategic planning

  • Strategy, a word of military origin, refers to a plan of action designed to achieve a particular goal.
  • Strategic planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.


What does Project Manager Do ?

What does Project Manager Do ?

Whatever environment might be , the position could caused you on fire. Or shooted, so just well prepared & ready in action


The project manager :

  • is the person responsible for accomplishing the project objectives.
  • is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
  • Is a Person who leads of Projects
  • Make things happen but not Doing everythings
  • Applied of resources to achieve project objectives
  • Becomes the link between the strategy and the team
  • Big responsibilities, but limited authority


The project manager should be fulfilled some competencies:

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  • Technical Knowledge & Experienced : referring relevant Projects , examples for construction :  rail road, harbour,airport, building etc
  • Project management Knowledge , Performance & Project’s governance
  • Interpersonal Skill : Leadership , Communication, Influencing , Problem solving etc.
  • Organizational & Business processes

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What Does DO ?

Lead of projects from Preparing, Starting, Executing, Controlling & Closing

Preparing :

  • Understand , Clarify to Sales /user of the project’s objectives and the Project’s deliverables
  • Requesting & Preparing Project team, Assigning people to all project roles
  • Defining Strategy , how the team will perform its essential functions
  • Preparing well defined Project management Plan, Project management documents, Business document

Starting :

  • Kick Off meeting : Finalize & stated Project’s deliverables
  • MOM Signature
  • Informing Project management procesess & Reporting method,KPI, Dashboards

Performing :

  • Doing the tasks: Perform the work that’s in your plan
  • Managing & developing team
  • Key user training
  • User Acceptance

Controlling :

  • Comparing performance with plans
  • Fixing problems that arise
  • Keeping everyone informed

Closing :

  • Handover to Operation
  • Biling statement
  • Closing Project

How to guide in the setting of Project’s objectives ?

Have you ever had this feeling about a project?

  • Always complicated things?
  • Always a complex’s things?
  • . Far Far away , seem like You and Sun
  • Oo Makes us headeache ,  . aspirin .. where is it..

Scenic View of Beach

Not your imagine

But you will amaze,  you are within projects in daily life instead.

Makes easier life, makes your more money.

Makes your brand recognition, more reputation, more market share, more trademarks..


Project can be small, medium or larger

  • You plan of your wedding
  • You plan for vacation
  • You changed your colour of room’s wall
  • Man goes to mars
  • We are build of building undersea
  • We are build railway intercountry

So What is Project  ?

Temporary  endeavor undertaken  to create unique product,service,or result.

  • Temporary endeavor  means  Has a definite: Start or Beginning  & Finish or end,  could be short , medium, or  long duration
  • Project’s has Producing Unique’s deliverables : Product  or service or result or combinations.
  • Project should be fulfill objectives.

Thinking what you are done past, and Can you count how many total project have you done, is always success ?

What’s the difference between success and fail ?

If  we built  a bridge, and  collapsed ,  Whats happen.. ?

Criteria to guide in the setting of Project’s objectives,

SMART – Specific , Measurable,  Achievable , Relevant and Timely

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SMART Description Remarks
Specific Clear about what is to be Done, why, how,where.

Where do we want to be, How do we get there, strategic

Target, Objectives, Goals , Project Charter, Project management Plan, project strategy
Measurable Quantify,Trackable,  baseline versus actual works – Result.  be measured against a current baseline.

How to we check we got there

Regularly  report ( issues, problem,mitigating etc) , Reporting status : Percentage completed, S curve ,Earned Value Management
Achievable/ Attainable Who, whom, Achievable within agreed of resources, given available resources. Resources needed detailed
Relevant Reflecting what stakeholders need and want, customers needs & expectation , user requirements Compliances, SIT,UAT, ATP,Commisioning, BAST
Timely When , Constrained by time,  on time target, meet with deadlines,time frame, time limited Proposal, Contract, KOM ,MoM, Project schedule,

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PMBOK 5th 2013 vs PMBOK 6th 2017 : What’s Changed at Processes Descriptions ?

Total Knowledge Areas remain same : 10

  • Pmbok 5’s  Project management processes Description  : 47
  • Pmbok 6’s  Project management processes Description  : 49


A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition


No. Areas Pmbok 5’s Descriptions Pmbok 6’s Descriptions Remarks
1 Knowledge Areas Project Integration Management Project Integration Management
Processes Descriptions Develop Project Charter Develop Project charter
Processes Descriptions Develop Project Management Plan Develop Project  Management Plan
Processes Descriptions Direct and Manage Project Work Direct and manage Project work
Processes Descriptions Manage Project Knowledge a New Processes Descriptions at Pmbok 6th
Processes Descriptions Monitor and Control Project Work Monitor & Control Project Works
Processes Descriptions Perform Integrated Change Control Perform Integrated change control
Processes Descriptions Close Project or Phase Close Project or phase
2 Knowledge Areas Project Scope Management Project Scope Management
Processes Descriptions Plan Scope Management Plan Scope Management
Processes Descriptions Collect Requirements Collect requirements
Processes Descriptions Define Scope Define scope
Processes Descriptions Create WBS Create WBS
Processes Descriptions Validate Scope Validate Scope
Processes Descriptions Control Scope Control Scope
3 Knowledge Areas PROJECT TIME MANAGEMENT Project Schedule Management Changed description
Processes Descriptions Plan Schedule Management Plan Schedule Management
Processes Descriptions Define Activities Define Activities
Processes Descriptions Sequence Activities Sequence Activities
Processes Descriptions Estimate Activity Resources Moved to Project Resources
Processes Descriptions Estimate Activity Durations Estimate Activity Durations
Processes Descriptions Develop Schedule Develop Schedule
Processes Descriptions Control Schedule Control schedule
4 Knowledge Areas PROJECT COST MANAGEMENT Project Cost Management
Processes Descriptions Plan Cost Management Plan cost Management
Processes Descriptions Estimate Costs Estimate costs
Processes Descriptions Determine Budget Determine Budget
Processes Descriptions Control Costs Control Cost
5 Knowledge Areas PROJECT QUALITY MANAGEMENT Project Quality Management
Processes Descriptions Plan Quality Management Plan Quality Management
Processes Descriptions Perform Quality Assurance Manage Quality Changed description
Processes Descriptions Control Quality Control Quality
6 Knowledge Areas PROJECT HUMAN RESOURCE MANAGEMENT Project Resource Management Changed description
Processes Descriptions Plan Human Resource Management Plan resource Management  Changed description
Processes Descriptions Estimate Activity resources from Project Time Management
Processes Descriptions Acquire Project Team Acquire Resources
Processes Descriptions Develop Project Team Develop Team
Processes Descriptions Manage Project Team Manage team
Processes Descriptions Control Resources a New Processes Descriptions at Pmbok 6th
7 Knowledge Areas Project Communication Management Project Communication Management
Processes Descriptions Plan Communications Management Plan Communication Management
Processes Descriptions Manage Communications Manage Communications
Processes Descriptions Control Communications Monitor Communication Changed description
8 Knowledge Areas Project Risk Management Project Risk Management
Processes Descriptions Plan Risk Management Plan risk management
Processes Descriptions Identify Risks Identify risk
Processes Descriptions Perform Qualitative Risk Analysis Perform qualitative risk analysis
Processes Descriptions Perform Quantitative Risk Analysis Perform quantitative risk analysis
Processes Descriptions Plan Risk Responses Plan risk responses
Processes Descriptions Implement risk responses a New Processes Descriptions at Pmbok 6th
Processes Descriptions Control Risks Monitor risks Changed description
9 Knowledge Areas Project Procurement Management Project Procurement Management
Processes Descriptions Plan Procurement Management Plan Procurement
Processes Descriptions Conduct Procurements Conduct Procurements
Processes Descriptions Control Procurements Control Procurements
Close Procurements Deleted at PMBOK 6th, accommodate on Close Project
10 Knowledge Areas Project Stakeholder Management Project Stakeholder Management
Processes Descriptions Identify Stakeholders Identify Stakeholder engagement
Processes Descriptions Plan Stakeholder Management Plan stakeholder engagement
Processes Descriptions Manage Stakeholder Engagement Manage stakeholder engagement
Processes Descriptions Control Stakeholder Engagement Monitor Stakeholder engagement Changed description


kenapa Project tidak semudah yang dibayangkan

Ketika Anda melihat project jutaan dolar yang sukses dan berhasil,

Anda mungkin berpikir itu semua mudah, yang penting ada uang semua beres, namun semuanya tak semudah yang dibayangkan

Prosesnya rumit dan membutuhkan rencana yang rumit untuk dieksekusi.


Kenyataan: 70% project gagal.

Apa yang lebih buruk? 17% dari kegagalan project IT yang bernilai besar  mengancam keberadaan perusahaan.

Anda pasti tidak ingin menjadi bagian dari statistik di atas.



Apakah Anda merasa manajemen project Anda menyebalkan?

Apakah Anda mencoba mengidentifikasi cara untuk membuatnya berfungsi? Berikut adalah alasan yang mungkin, dan apa yang dapat Anda lakukan.


  1. Anda tidak menggunakan tool yang tepat, project management information system

Apakah Anda melakukan manajemen project di Excel? Apakah Anda hanya menggunakan pena dan kertas? Jika Anda melakukan salah satu dari ini, itu benar-benar menyebalkan.

Jika Anda menggunakan perangkat lunak manajemen project, apakah Anda yakin Anda memilih yang tepat untuk Anda?

Project yang bagus sama bagusnya dengan alatnya.

Alat yang salah mengacaukan project yang berpotensi sukses.

Sulit untuk bekerja dengan tim yang menggunakan perangkat lunak yang tidak ramah pengguna dan tidak kolaboratif.


Solusi: Dapatkan platform terpadu yang baik yang membantu Anda mengelola project Anda dengan lancar. Fitur penting dari alat yang berharga termasuk perencanaan project, penjadwalan, pelaporan, pelacakan waktu, penganggaran project dan penagihan. Alat-alat tersebut akan membantu project yang sukses untuk menangani banyak tanggung jawab yang mereka miliki dengan sempurna.


  1. Anda tidak meletakkan fondasi untuk sukses, blue print, feasibility study.

Mari jujur. Sebelum Anda membangun rumah, cetak biru harus dilakukan dengan benar. Pondasi harus solid. Strategi manajemen project Anda mungkin menyedot karena Anda tidak merencanakan dengan benar. Anda mungkin mulai secara prematur tanpa menyelesaikan semua detail project. Dengan cara ini, tujuan yang ditetapkan tidak jelas dan tidak ada kriteria keberhasilan yang terukur.


Solusi: Buat rencana pemenangan  sebelum Anda memulai project. Dapatkan masukan dari semua pemangku kepentingan. Luangkan waktu Anda untuk meneliti alat dan metodologi apa yang paling berhasil saat itu. Pastikan seluruh tim memahami apa yang diharapkan. Rencana induk ini harus rinci dan tujuan dapat diukur. Tunjukkan tanggal dan garis waktu realistis yang ditunjukkan. Tentu, beberapa hal bisa berubah. Tetapi dengan rencana yang bagus, lebih mudah untuk menyesuaikan.


  1. Masalah Project Team

Salah satu hal yang dapat membuat Anda sakit kepala menyengat adalah memiliki tim yang salah. Ini adalah masalah besar yang dapat membuat project Anda gagal total. Masalah tim kerja termasuk komitmen, skill, komunikasi yang buruk, pemborosan waktu, pengiriman berkualitas rendah, kurangnya profesionalisme dan prioritas yang berubah.

Gambar terkait

Beberapa orang mungkin berakhir dengan melewatkan atau mengacaukan tugas-tugas penting karena mereka menganggapnya berlebihan. Akan sangat merepotkan jika beberapa orang bahkan tidak mengerti apa keseluruhan project ini.



Solusi: Ini dapat dikurangi dengan hati-hati memilih anggota tim yang harus menjalankan project. Biarkan mereka semua mengerti dan berkomitmen pada tujuan. Buat alur kerja yang tepat dan beri setiap orang daftar tugas yang jelas. Di sinilah pemantauan project datang. Ini memastikan semua metrik project bergerak dengan lancar. Anda dapat mengidentifikasi masalah apa pun yang mengacaukan ruang lingkup project, anggaran, dan tenggat waktu. Anda dapat menggunakan aplikasi yang memungkinkan semua anggota untuk melihat apa yang dilakukan oleh kolaborator lain. Ini dapat mengurangi jumlah pertemuan yang dibutuhkan.


  1. tidak siap untuk perubahan, antisipasi

Apa yang terjadi pada Nokia? Bagaimana dengan MySpace? Memotret dgn kodak? Anda mendapatkan arus. Untuk melangkah jauh, Anda harus terus-menerus menerima perubahan. Suatu masalah mungkin muncul di tengah project dan mengancam untuk membawa semuanya jatuh. teknologi superior dapat muncul yang dapat mempercepat kecepatan implementasi project Anda. Beberapa proses project dapat menjadi benar-benar berlebihan karena banyak hal berubah. Jika Anda tidak merangkul perubahan, Anda akan segera menjadi bahan tertawaan bagi pesaing Anda.


Solusi: Untuk memperbaikinya, pertahankan detail project Anda dengan jelas, terdokumentasi dan terkontrol. Fokus pada tujuan akhir. Jika sesuatu muncul yang membuktikan, tanpa keraguan, akan meningkatkan kelayakan project, berikan kesempatan. Tidak ada yang tahu masa depan. Tetapi kemampuan untuk memprediksi dan beradaptasi dengan cerdas dapat membuat Anda bergerak lebih cepat daripada pesaing Anda.


Anda harus menggunakan alat yang tepat, meletakkan fondasi untuk sukses, menghindari masalah kerja tim dan mengantisipasi perubahan. Ketika dilaksanakan dengan baik, Anda akan mencapai tingkat yang Anda rencanakan. Tidak, itu tidak akan mudah. Tetapi dengan kerja keras dan dedikasi, semuanya akan sepadan.

Global collaboration, watch to the time synchronization

now, world is small, across countries  work together to achieve a company objectives,

but do not forget to understand enterprise environmental factor, this is primary condition for each countries, included unique local time,

how to understand are makes your work more faster,

you sleep, the other are do works, but dont invited them to joint conf call meeting, if their countries still dark.


hence use some tool of time converter will be great affected result to collaboration,


manteb kan bro..


worldtime buddy



Tiga terbesar masalah dlm manajemen proyek

Bagaimana Memperbaiki Tiga Masalah terbesar dalam Manajemen Proyek  yang dihadapi Bisnis Anda
Oleh Maren Hogan

Ketika kantor cabang pertama kali dimulai, saya adalah satu-satunya manajer proyek. Saat itu, staf saya tidak cukup berkembang untuk mengelola proyek sendiri. 
Tapi seiring bisnis telah berkembang, begitu juga kebutuhan saya untuk mendelegasikan.

 Bisnis lain mungkin terkait dengan ini, karena 97% organisasi percaya bahwa manajemen proyek sangat penting bagi kesuksesan dan kinerja bisnis organisasi. 

Sesuatu yang sangat penting bagi kesuksesan,  usaha kecil tidak boleh dianggap enteng, dan proses manajemen proyek yang salah dapat menghancurkan pertumbuhan bisnis secara keseluruhan.

Masalah Nomor 1: Tim Anda Tidak Mengerti Proyek

Salah satu masalah yang paling jelas terjadi saat tim Anda tidak mengerti proyeknya.
 Ini adalah hasil dari kurangnya komunikasi antara manajemen puncak, manajer proyek dan Anda. 
Sebagai pemilik perusahaan, adalah tugas Anda untuk memastikan tim manajemen dan manajer proyek Anda (PM) dilengkapi dengan alat yang mereka butuhkan untuk mendapatkan informasi yang akurat mengenai proyek tersebut.
  Anda perlu memastikan bahwa mereka memiliki semua yang mereka butuhkan untuk menyelesaikan proyek.
 Apakah mereka memerlukan akses ke file, faktur, proposal klien, informasi anggaran atau jaminan komunikasi klien, pastikan PM Anda mengetahui cara mengakses informasi yang sesuai.

Soal No. 2: Manajer Proyek  Terlalu Santai Atau Tegang
Tidak semua orang bisa menjadi manajer proyek, dan memiliki seseorang yang terlalu lemah tentang tenggat waktu atau pekerjaan yang perlu dilibatkan membuat tim Anda menganggur dan frustrasi. 
Di sisi lain, seorang manajer proyek yang terlalu kaku dan micromanaging bisa membanjiri dan mendemotivasi tim Anda. 
Jika Anda memiliki pemula manajemen proyek, pastikan untuk memberikan evaluasi rekan sebaya yg lbh senior,
 Ini akan memberi Anda pandangan 360 derajat tentang bagaimana tim benar-benar tampil bersama, terutama PM.

 Pertanyaan yang harus Anda tanyakan meliputi:

Apakah manajer proyek Anda membantu dan bersedia membantu informasi yang tidak dapat Anda temukan sendiri?

Apakah manajer proyek Anda positif dan optimis tentang proyek ini?

Apakah mudah bagi Anda untuk menghubungi dan berkomunikasi dengan manajer proyek Anda?

Ajukan pertanyaan terbuka dan mintalah anggota tim untuk membagikan pengalaman mereka. 
Informasi ini akan membantu Anda menetapkan proyek masa depan, dan Anda akan melihat bahwa setiap PM memiliki gaya mereka sendiri – yang dapat bekerja dengan baik dengan gaya proyek yang spesifik.

Masalah No. 3:  target Waktu   yg Tidak realistik
Jika PM Anda tidak dapat membayangkan gambaran besarnya dan memahami beban kerja tim, maka proyek tidak akan selesai pada batas akhir. 
PM harus dapat melihat bahwa setiap anggota tim berkontribusi pada setiap proyek yang sedang berjalan dan meramalkan hasil akhirnya. 
Saya melihat perubahan yang paling banyak terjadi dalam jadwal proyek, dan memasuki praktik mendorong tenggat waktu kembali bisa menjadi mimpi buruk bagi produktivitas tim (dan pada akhirnya reputasi perusahaan Anda).
Meskipun Anda membutuhkan cukup waktu untuk memberikan pekerjaan yang melebihi harapan klien Anda, Anda juga perlu tahu di mana dan bagaimana Anda bisa mendapatkannya. 
Mintalah bantuan perangkat lunak manajemen proyek  yang memungkinkan manajer proyek menetapkan tugas, menetapkan tenggat waktu dan memperkirakan waktu yang diperlukan untuk menyelesaikannya. Karyawan kemudian dapat melacak waktu mereka, dan PM dapat memperoleh laporan terperinci mengenai setiap proyek untuk melihat apakah perkiraan tersebut terlalu tinggi (atau meremehkan) proyek tertentu.
Jika Anda sudah memiliki atau berpikir untuk mendelegasikan manajemen proyek, waspadalah terhadap ketiga isu ini. Jadilah proaktif dalam memperbaiki masalah ini, dan pertimbangkan bagaimana perangkat lunak manajemen proyek dapat membantu Anda. 

Jangan lupa untuk melakukan peer review setelah proyek selesai, dan berikan akses PM Anda ke semua informasi penting yang mereka butuhkan untuk menyelesaikan pekerjaan.
 Bagaimanapun, kesuksesan bisnis Anda pada akhirnya tergantung pada kinerja tim Anda.

Dasar project management , manajemen proyek dasar.

Manajer Proyek yang sukses,
 sekaligus harus dapat mengatur empat elemen dasar sebuah proyek: 

1. ruang lingkup/scope, 

2. sumber daya/resources, 

3. schedule, dan 

4. uang. 

Unsur-unsur ini saling terkait dan harus dikelola bersama sehingga proyek dan manajer proyek bisa menjadi sukses.

Lingkup: hasil dari proyek, tujuan,
Sumber daya: Orang, peralatan, material
Schedule: Jangka waktu tugas,target,dead line, ketergantungan dgn aktivity lain, critical path.
Money/uang: Biaya, kontinjensi, keuntungan.

Mari Kita bahas lbh detail,

Elemen Paling Penting, adalah: Ruang Lingkup / scope.
Lingkup proyek adalah definisi dari apa yang seharusnya dicapai dan anggaran (waktu dan uang) yang telah dibuat untuk mencapai tujuan ini.
 Sangat penting bahwa setiap perubahan pada lingkup proyek memiliki perubahan yang sesuai dalam anggaran, waktu dan / atau sumber daya. 

Jika lingkup proyek adalah membangun sebuah bangunan untuk menampung tiga widget dengan anggaran sebesar $ 100.000, 
manajer proyek diharapkan melakukan hal itu. 
Namun, jika ruang lingkupnya diubah menjadi bangunan untuk empat widget,

 manajer proyek harus memperoleh tambahan waktu, uang dan sumber daya yang tepat.

Sumber daya
Ada 3 aspek untuk memahami dan mengelola sumber daya:
People, Equipment, Material
Manajer Proyek yang sukses harus secara efektif mengelola sumber daya yang ditugaskan pada proyek, termasuk anggota tim proyek, staf penjual, dan subkontraktor. 

Anda harus memastikan bahwa karyawan Anda memiliki keterampilan dan alat yang mereka butuhkan untuk menyelesaikan pekerjaan, dan Anda harus terus memantau apakah Anda memiliki cukup banyak orang untuk menyelesaikan proyek dengan tenggat waktu.

Ini akan menjadi tugas Anda untuk memastikan bahwa setiap orang memahami tugasnya dan tenggat waktu proyek.

Bila Anda mengelola karyawan langsung, anggota senior dari setiap kelompok karyawan melapor kepada Anda.

 Karyawan juga mungkin memiliki manajer lini yang memberikan arahan teknis. 

Dalam situasi manajemen matriks, seperti tim proyek, tugas Anda adalah juga  memberikan report informasi jelas proyek kepada manajer lini.

Mengelola subkontrak tenaga kerja biasanya berarti mengelola tim yang memimpin pekerja subkontrak, yang pada gilirannya mengelola pekerja tersebut.
Seorang manajer proyek sering harus menyediakan peralatan dan bahan dan mengatur penggunaannya, sehingga tim beroperasi dengan efisien. 
Anda bertanggung jawab untuk memiliki peralatan dan bahan yang sesuai di lokasi yang benar pada waktu yang tepat.
Ada 3 elemen untuk manajemen waktu yang berhasil:
Tasks, Schedule, Critical Path
Buat jadwal proyek dengan mencantumkan atribut deskripsi informasi yg jelas dan tepat, dalam urutan  yg sesuai, pastikan ada semua daftar tugas yang perlu diselesaikan – beberapa harus dilakukan secara berurutan, yang lain dapat tumpang tindih atau dilakukan bersamaan.

 Tetapkan durasi untuk setiap tugas. Alokasikan sumber daya yang dibutuhkan Tentukan pendahulunya/ predecessor (tugas apa yang harus diselesaikan sebelumnya) dan penerusnya/successor (tugas yang tidak bisa dimulai sampai setelah) setiap tugas.

Perangkat lunak manajemen proyek dapat menyederhanakan tugas untuk menciptakan dan mengelola jadwal proyek.

Beberapa tugas memiliki sedikit fleksibilitas pada tanggal awal dan akhir yang mereka butuhkan. Ini disebut float.
 Tugas lainnya tidak memiliki fleksibilitas, floatnya nol . 
Sebuah garis melalui semua tugas dengan float nol disebut jalur kritis / critical path.

 Semua tugas di jalur ini, dan bisa ada banyak, jalan paralel harus selesai tepat waktu jika proyek dapat selesai tepat waktu.

Tugas manajemen tugas utama Manajer Proyek adalah mengelola jalur kritis.

Ada 3 pertimbangan dalam mengelola uang:
Biaya, Kontenensi/buffering, Profit.
Setiap tugas memiliki biaya, entah itu biaya jam kerja pemrogram komputer atau harga beli dari halaman kubik beton.
 Dalam menyusun anggaran proyek, masing-masing biaya tersebut diperkirakan dan kemudian dihitung.

 Beberapa dari perkiraan ini akan lebih akurat daripada yang lain. Dengan demikian, anggaran proyek harus mencakup tunjangan kontinjensi. Ini adalah uang yang disisihkan dalam anggaran “untuk berjaga-jaga” biaya sebenarnya dari barang tersebut sangat berbeda dari perkiraan.
Keuntungan adalah uang yang ingin dihasilkan perusahaan dari project ini.
Ini diletakkan di atas biaya.
Jadi anggaran proyek terdiri dari perkiraan biaya, ditambah kontinjensi, ditambah keuntungan apapun.

Tugas manajer proyek adalah menjaga biaya aktual  di bawah perkiraan biaya dan untuk memaksimalkan keuntungan yang diperoleh perusahaan dalam proyek.
Seni dan Ilmu Pengetahuan
Manajemen proyek yang sukses adalah kombinasi antaran  seni dan sains yang membutuhkan latihan.
 Gagasan yang disajikan di atas dapat memberi Anda pemahaman dasar tentang manajemen proyek, namun anggap ini hanya permulaan. 

Jika pekerjaan atau jalur karier Anda mencakup manajemen proyek, dan Anda ingin meningkatkan kemampuan Anda, bicaralah dengan manajer proyek yang berhasil, baca, dan praktikkan.

 Manajemen proyek bisa menjadi karir yang sangat memuaskan.

Apa itu gantt chart ? ​Manfaat utama Menggunakan Gantt Charts untuk Anda.

Manfaat Menggunakan Gantt Charts untuk Proyek Anda,
Oleh Jane Hurst

Jika Anda terlibat dalam banyak proyek di tempat kerja, Anda memerlukan cara untuk dapat sepenuhnya terorganisir,
 menyelesaikan pekerjaan dengan sebaik-baiknya, dan menyelesaikan proyek tepat waktu. 
Jadi, yang benar-benar Anda butuhkan adalah mulai menggunakan Gantt Charts. 

Apa itu Gantt Charts? 

Nah, jika Anda bukan ahli dalam manajemen proyek, Anda mungkin tidak terbiasa dengan grafik ini. Tapi begitu Anda membiasakan diri dengan mereka, Anda akan bertanya-tanya bagaimana Anda bisa menyelesaikan proyek tanpa mereka.

Jadi, mari kita mulai dengan membicarakan tentang apa itu sebenarnya Gantt Chart. 
Bagan Gantt/ gantt chart adalah teknik manajemen proyek yang membantu Anda merencanakan aktivitas dan melacak semua jadwal proyek. 

Ini adalah cara yang hebat untuk dapat menampilkan semua tugas yang terkait dengan proyek tertentu dari waktu ke waktu. 

Pada dasarnya, ini adalah bagan sederhana yang memberi tahu Anda apa yang perlu Anda lakukan dan kapan Anda harus melakukannya.
 Sisi kiri bagan menunjukkan tugas yang perlu diselesaikan, dan sisi kanan digunakan sebagai garis waktu / time line.
Setiap aktivitas ditampilkan pada garis waktu oleh sebuah bar yang menunjukkan berapa lama aktivitas harus dilakukan.
Manfaat Menggunakan Gantt Charts
Ada beberapa manfaat menggunakan Gantt Charts, dan semuanya membuat pekerjaan Anda jauh lebih mudah. 

Di sini, kita akan membahas lima manfaat teratas menggunakan grafik ini untuk membantu Anda menyelesaikan proyek tepat waktu.

1. Menuangkan isi Pikiran Anda
Ini adalah cara terbaik untuk dapat menjaga pemikiran Anda tetap teratur saat Anda mengerjakan proyek. 
Bila Anda bisa mengatur pemikiran, Anda dapat mengelompokkan berbagai bagian dari setiap proyek, dan ini membuat lebih mudah menyelesaikan sesuatu. 
Anda bisa melakukan hal-hal kecil satu demi satu dan melihat hasilnya, daripada memusatkan perhatian pada segala hal sekaligus dan tidak menyelesaikan apa-apa.

2. Melacak project progress Anda

Bila Anda memiliki Bagan Gantt untuk dilihat, Anda dapat melihat seberapa banyak kemajuan yang Anda buat pada proyek yang sedang Anda kerjakan. 
Anda dapat menggunakan nya untuk tugas dgn prioritas tingkat paling tinggi dan mengalokasikan tugas tsb ke Pic dgn target waktu sehingga Anda bisa menyelesaikan task satu demi satu dgn tepat.

 Anda akan selalu tahu apakah Anda berada di jalur / on track dan apa yg masih perlu dilakukan.

3. Menetapkan waktu yg Realistis 

Karena sisi kanan Gantt Chart adalah garis waktu, Anda akan dapat melihat apa yang Anda lakukan, ketika tugas tertentu perlu dilakukan, dan berapa lama waktu yang dibutuhkan untuk menyelesaikan tugas Anda.

 Pastikan saat Anda menetapkan kerangka waktu , Anda juga pertimbangkan hal-hal lain yang perlu dilakukan dalam jangka waktu yang sama.

 Ini akan membantu Anda mempersiapkan atau menghindari interupsi dalam pekerjaan Anda yang dapat mencegah Anda menyelesaikan sesuatu.
Resource utilization dan prioritas.

4. Menampilkan Hal yang Jelas- clear simple tanpa multi tafsir.
Seringkali, diagram dan grafik bisa lebih mudah dibaca daripada informasi paragraf. 
Gantt Charts memberi Anda informasi yang Anda butuhkan dalam diagram dan bagan formulir sehingga Anda dapat melihat keseluruhan gambar dan memahaminya sepenuhnya. 

Ini jauh lebih jelas daripada harus mengumpulkan satu demi satu informasi dan mencari tahu semuanya sendiri.

5.  Menginformasikan ke Tim Anda, satu pandangan, satu tujuan, focus.

Saat Anda menempatkan Gantt Chart di area di mana seluruh tim Anda dapat melihatnya, semua orang dapat tetap berada di puncak dan menyelesaikan proyek dengan lebih cepat. 
Gantt Chart akan membiarkan semua orang tahu apa tujuannya, kapan tugas harus diselesaikan, dan proses yang akan Anda gunakan untuk menyelesaikannya. 

Ini akan membuat perbedaan besar dalam kinerja tim Anda, dan proyek akan selesai dengan lebih baik dan lebih cepat.

mantabb…  bro.

Apa itu  Scrum master? Suatu Posisi Kunci  untuk project sukses


Dgn agile menjadi trend  standar di sebagian besar perusahaan, master scrum sangat diminati. Berikut adalah overview  peran master Scrum, sertifikasi yang relevan, gaji yang diharapkan, dan daftar pekerjaan.



Scrum adalah satu dari project management methology berbasis agile,

Agile adalah responsif terhadap perubahan, ada proses yang bergerak berbarengan tanpa tergantung dgn proses lain, agile lahir utk mengutamakan result dan berpacu utk sesuai dgn target waktu yg ditetapkan.

Scrum adalah kerangka kerja untuk menerapkan proses agile dalam pengembangan perangkat lunak dan proyek lainnya. Kerangka kerja yang sangat bagus ini menggunakan iterasi kerja singkat, yang disebut sprint, dan pertemuan harian, yang disebut scrums, untuk menangani bagian terpisah dari sebuah proyek secara berturut-turut sampai keseluruhan proyek selesai.

Scrum proses: Product backlog, sprint backlog, daily sprint, increment

Product backlog adalah requirement dr product yang akan didelivery, istilah sederhananya adlh to do list.

Sprint, adalh pengaturan, pembagian tugas , pelaksanaan tugas dan hasil nya  yg dilakukan setiap hari.


Prinsip dasar : to do list, doing, done


Increment adalah result dlm setiap proses/task yg sudah dikerjakan dan disepakati.



Ada tiga peran kunci dalam Scrum: master scrum, pemilik produk, dan anggota tim Scrum.

Apa itu scrum master?

Sebagai pemimpin dari tim Scrum, champion master Scrum dr sebuah proyek, memberikan panduan kepada tim dan pemilik produk, dan memastikan semua praktik diikuti oleh anggota tim. Master Scrum tidak hanya membahas semua aspek proses pengembangan tangkas namun juga melayani bisnis, pemilik produk, tim, dan individu, dengan cara berikut:


  • Di tingkat bisnis, master Scrum menciptakan lingkungan pengembangan yang kreatif, memastikan project berjalan sesuai yg direncanakan, produktif dan mendukung serta memungkinkan kolaborasi multi arah.
  • Pada tingkat pemilik produk/product owner, master Scrum memfasilitasi perencanaan dan membantu pemilik produk memahami dan mematuhi teknik dan praktik scrum.
  • Di tingkat tim, master Scrum memberikan panduan, pembinaan, dukungan dan fasilitasi, dan membantu menghilangkan rintangan yang mungkin dihadapi tim di sepanjang jalan.
  • Pada tingkat individu, master Scrum mendukung usaha individu, menangani masalah apa pun yang muncul, dan menghilangkan hambatan untuk membantu individu terfokus dan produktif.

Scrum master training and certifications

Two well-recognized organizations, Scrum Alliance and, offer Scrum training and certifications.

Scrum Alliance

Scrum Alliance, established in 2001, is one of the more influential organizations in the agile community. It is a nonprofit association with more than 500,000 certified practitioners worldwide. The Scrum Alliance offers the following Scrum certifications:

  • Certified ScrumMaster (CSM):CSMs “act as ‘servant leaders,’ helping the rest of the Scrum team work together and learn the Scrum framework.”
  • Certified Scrum Product Owner (CSPO):CSPOs are “individuals who are closest to the ‘business side’ of the project. They are charged by the organization to ‘get the product out’ and are expected to do the best possible job of satisfying all the stakeholders.”
  • Certified Scrum Developer (CSD):The CSD certification “exposes students to the most important tools and techniques that need to be applied in order to build good software in the iterative and incremental fashion that Scrum requires.”
  • Certified Scrum Professional (CSP):A CSP “challenges Scrum teams to improve the way Scrum and other Agile methods are implemented for every project.” was founded in 2009 as a “global organization, dedicated to improving the profession of software delivery by reducing the gaps, so the work and work products are dependable.” offers Professional Scrum Master (PSM) certifications at three levels:

  • PSM I:PSM I certificate holders “prove they understand Scrum as described in the Scrum Guide and the concepts of applying Scrum.”
  • PSM II: PSMIIcertificate holders “prove that they have an understanding of the underlying principles of Scrum and can effectively apply Scrum in complex, real-world situations.”
  • PSM III: PSMIIIcertificate holders “have a deep understanding of the application and practices of Scrum and the Scrum Values in a variety of complex team and organizational situations.”

Scrum master salaries

Based on findings by the Project Management Institute’s “Earning Power: Project Management Salary Survey, Ninth Edition,” project manager’s working in Agile/interactive/incremental project management/Scrum earn:

Years experience Percent 25th percentile Median 75th percentile Mean
None 39% $105,000 $129,000 $160,000 $135,597
1 to 5 47% $110,000 $135,000 $165,000 $142,816
6 or more 14% $135,000 $158,000 $188,000 $164,593

Scrum master jobs

Since Scrum can be applied to virtually any organization, Scrum masters are in high demand as companies continue to look for ways to get their projects completed and their products to market faster. In fact, according to LinkedIn’s “Most promising jobs of 2017,” job openings (by year over year growth) for Scrum masters is up 104%, and the career advancement score is 8 out of 10. These findings are based on the potential for career advancement, job growth, and salary. Project Management Offices (PMOs) or product development departments within many business sectors hire Scrum Masters to streamline their development process. This can include software, healthcare, aviation, technology, engineering, construction, real estate, publishing, financial, marketing, manufacturing, education, insurance, government, and others.

Apa yg berubah dalam PMBOK 6 edition 2017

Apa yg berubah dalam PMBOK 6 edition 2017,

Apa perbedaan PMBOK 5th edition 2013 dgn PMBOK 6th edition 2017 ?

  1. Knowledge areas :

Ini jumlahnya tetap 10 Knowledge area tapi ada perubahan nama utk 2 knowledge  areas sbb:

2013 2017 remarks
Project Integration Management Project Integration Management
Project Scope Management Project Scope Management
Project Time Management Project Schedule Management Kita tidak mengatur waktu, tapi mengatur schedule
Project Cost Management Project Cost Management
Project Quality Management Project Quality Management
Project Human Resources Management Project Resources Management Resources bukan hanya manusia, tapi juga physical resources seperti material dll.
Project Communication Management Project Communication Management
Project Risk Management Project Risk Management
Project Procurement management Project Procurement management
Project Stakeholder management Project Project Stakeholder management Project
  1. Project management processes description

ada 3  processes  baru ( project management processes description) :

  • Manage Project Knowledge is part of the Executing Process Group and Project Integration Management knowledge area.
  • Implement Risk Responses is part of the Executing Process Group and Project Risk Management knowledge area.
  • Control Resources is part of the Monitoring and Controlling Process Group and Project Resource Management knowledge area.

Sementara Ada 1 yg didelete yaitu :

The function of the Close Procurement process has now been captured within Control Procurements and Close Project or Phase.

Jadi dimana PMBOK 5 2013 berjumlah 47 Processes, utk pmbok 6 2017 berjumlah menjadi 49 Processes.

Kemudian ada perubahan nama sbb:

PMBOK 5th Edition PMBOK 6th Edition
Perform Quality Assurance Manage Quality
Plan Human Resource Management Plan Resource Management
Control Communications Monitor Communications
Control Risks Monitor Risks
Plan Stakeholder Management Plan Stakeholder Engagement
Control Stakeholder Engagement Monitor Stakeholder Engagement
  1. Section baru dlm setiap knowledge area
    • Key Concepts
    • Trends and Emerging Practices
    • Tailoring Considerations
    • Considerations for Agile/Adaptive Environments
  1. Project adalah link antara strategy dgn team,  project berhasil bila sesuai dgn business values,   karena itu di  PMBOK 2017 ini ditekan kan pentingnya strategy dan business dlm keberhasilan project itu sendiri,  Greater emphasis on strategic and business knowledge, with a discussion of project management business documents.
  1. Satu bab baru yg khusus membahas Project manager di bab 3,

the role of the project manager, including the PMI Talent Triangle®—technical, leadership and strategic and business management.

Ini dulu dibahas sedikit di bab3 Pmbok2013.

Utk bab 1, bab 2, bab 3 2013 , digabung dlm 2 bab di 2017

Tema utama PMBOK 2017 adalah dari project manager untuk Project Manager

  1. New appendix

An appendix on agile practices.

Agile sangat menambah warna dlm PMBOK 2017 ini.

7. Lesson learned

Lesson learned yg di pmbok 5 ditempatkan di akhir project, di pmbok 6 ini ditempatkan tdk menunggu project close, ini sangat membantu perbaikan ke arah hal yg baik terutama project2 yg berjalan ber iringan sehingga tdk terperosok kelubang yg sama.

Membangun Remote team , tips utk Project manager.

Remote team adalah trend dlm business perusahaan, menempatkan beberapa team member project dgn langsung on site bersama customer utk implementasi project.
Hal yg melatari adalah saving cost ,

PRofit and loss, competition.

Tentu memanage team yg setiap hari bersama dgn kita dan remote sangat berbeda , pada awalnya.
Bila kita membangun dr awal , ada hal hal yg perlu diterapkan, sebagai project manager  :

  • Pertama attitude dan track record team.
  • Value sangat penting, skill dan behaviour
  • Feasibility study utk project tsb, 
  • List risk identification
  • Ini sangat penting ,communication, manfaatkan semua channel yg ada, skype face to face communication sangat berguna.
  • Progress report dan informasi hrs lancar, benar, tepat dan periodik.
  • Team lead dan pm , harus saling available, jgn merasa yg di on site seakan berjuang sendiri. Sebalikny jgn seakan yg di HQ merasa terus was was.
  • trust, inilah delegasi, kepercayaan dan mampu balik mewujudkan harapan
  • Culture, ini kondisi yg perlu dibangkitkan, culture ,common experienced dr team member, how the works get done. Krn di depan customer dan jauh dr pantauan , perlu commitment tinggi, penting bagi kita utk memancing, apa yg ingin kita raih dlm karir, dgn memberikan service terbaik seiring gapaian tinggi cita cita kita.
  • Engagement dgn team dan customer kita, jalin komunikasi erat dgn semua stakeholder dan anda akan meraih informasi penting tak terduga.

Download Excel, summary Prince2, PRojects IN Controlled Environments

PRINCE2 Definition

PRINCE2 (an acronym for PRojects IN Controlled Environments) is a  process-based method for effective project management.

Used extensively by the UK Government, PRINCE2 is also widely recognized and used in the private sector, both in the UK and internationally. The PRINCE2 method is in the public domain, and offers non-proprietorial best practice guidance on project management

sample : for completed, just download  managing-successful-projects-with-prince-version-2-2009

Level 0 Level 1 Level 2 Level 3 Level 4
Managing Successful Projects with PRINCE2 2009
1. Introduction
1.1 The purpose of this manual
Describe PRINCE2 method
Source of reference on PRINCE2
1.2 The importance of projects
Need to balance
Maintain business as usual
Business change
Projects introduce change
1.3 What makes projects different?
Temporary organization
Deliver business products
According to agreed Business Case
Introduce change
Have defined start and end
Are cross-functional
Are unique
Are more risky

Download : Excel – Summary Pmbok : Project Time Management


Project Time Management includes the processes required to manage the timely completion of the project.


download file excel :  project-time-management

Level 0 Level 1 Level 2 Level 3
Project Time


Plan Schedule


Project management plan
Project charter
Enterprise environmental factor
Organizational process asset
Expert judgment
Analytical techniques
Schedule management  Plan
Define activities
Schedule management
Scope baseline
Enterprise environmental factor
Organizational process asset
Rolling wave planning
Expert judgment
Activity  list
Activity  attributes
Milestone list
Sequence Activities
Schedule management
Activity list
Activity attributes
Milestone list
Project scope statement
Enterprise environmental factor
Organizational process asset
Precedence diagramming
Dependency  determination
Leads and lags
Project schedule network
Project documents updates
Estimate activity  resource
Schedule management plan
Activity list
Activity attributes
Resource calendars
Risk register
Activity cost estimates
Enterprise environmental factors
Organizational process assets
Expert judgment
Alternative analysis
Published estimating data
Bottom-up estimating
Project management software
Activity resource requirements
Resource breakdown structure
Project documents updates
Estimate activity  duration
Schedule management plan
Activity list
Activity attributes
Activity resource requirements
Resource calendars
Project scope statement
Risk register
Resource breakdown structure
Enterprise environmental factors
Organizational process assets
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
Group decision-making echniques
Reserve analysis
Activity duration estimates
Project documents updates
Develop Schedule
Schedule management plan
Activity list
Activity attributes
Project schedule network diagram
Activity resource requirements
Resource calendars
Activity duration estimates
Project scope statement
Risk register
Project staff assignments
Resource breakdown structure
Enterprise environmental factors
Organizational process assets
Schedule network analysis
Critical path method
Critical chain method
Resource optimization techniques (resource leveling, resource smoothing)
Modeling techniques (what if scenario analysis,simulation)
Leads and lags
Schedule compression (Crashing, Fast Tracking)
Scheduling tool
Schedule baseline
Project schedule
Schedule data
Project calendars
Project management plan updates ( Schedule baseline,Schedule management plan,Cost baseline)
Project documents updates (Activity resource requirements,Activity attributes,Calendars,Risk register)
Control Schedule
Project management plan
Project schedule
Work performance data
Project calendars
Schedule data
Organizational process assets
Performance reviews (Trend analysis,Critical path method ,Critical chain method ,Earned value management)
Project management software
Resource optimization techniques
Modeling techniques
Leads and lags
Schedule compression
Scheduling tool
Work performance information
Schedule forecasts
Change requests
Project management plan updates ( Schedule baseline,Schedule management plan,Cost baseline)
Project documents updates (schedule data, project schedule,risk register)
Organizational process assets updates


​Bagaimana memilih Project management metodologi yang tepat

Mengidentifikasi metodologi  , memutuskan mana yang terbaik untuk project tertentu adlh bukan hal yg sederhana. 
Berikut adalah cara untuk membuat pilihan yang tepat.

beberapa metodologi yang paling dikenal, serta beberapa faktor ,  dapat mempengaruhi keputusan pemilihan..
metodologi ini adalah proses berulang, efektif dan efisien yang membantu organisasi merampingkan kegiatan proyek. 
Karena proses ini, setelah dikembangkan, dapat didokumentasikan dan diulang, mereka membantu organisasi untuk menghabiskan waktu kurang fokus pada bagaimana melaksanakan proyek itu sendiri, dan lebih banyak waktu pada tujuan dan deliverable proyek.
Proses yang diperlukan untuk  dinilai, dokumen, dan akhirnya memilih metodologi yang tepat untuk setiap proyek jauh lebih rinci, memakan waktu dan kompleks awalnya, 
tapi worth it pada akhirnya (dengan asumsi PMMs paling tepat dipilih).
pertimbangan utama saat menentukan metodologi terbaik
PMMs pasti tidak satu ukuran cocok untuk semua, bahkan dalam perusahaan yang sama, jenis proyek atau industri.
 Dalam satu situasi metodologi tertentu dapat bekerja terbaik.
Metodologi yang sama tidak mungkin untuk bekerja di organisasi yang sama pada semua proyek; praktek terbaik adalah untuk mengembangkan dan menerapkan proses penilaian metodologi ramping  untuk menentukan pendekatan yang terbaik untuk setiap proyek.
 Perlu diingat, proses ini sendiri mungkin memerlukan penilaian ulang dan modifikasi sebagai faktor bisnis berubah.
Apa yang masuk dalam penilaian
Dalam pengembangan organisasi, serta dalam list proyek-proyek,  kriteria penilaian yang relevan berlaku. 
Ketika datang untuk memilih metodologi kriteria yang sama juga harus ada dr faktor dalam. Ini dapat dibagi dalam kriteria internal dan eksternal, serta subkategori masing-masing.

Proses penilaian

Setelah kriteria penilaian telah diperhitungkan dalam keputusan, mengembangkan proses untuk mengidentifikasi pilihan terbaik untuk PMM untuk proyek-proyek tertentu.
 Seperti disebutkan sebelumnya, proses ini perlu ditinjau kembali dan dimodifikasi dari waktu ke waktu untuk bersaing dengan kebutuhan bisnis dan pemangku kepentingan secara keseluruhan.
 Berikut adalah beberapa langkah umum:
Pertama menentukan driver dari proyek, mengidentifikasi dan  tujuan utama dan prioritas proyek.
Setelah menentukan driver bisnis,
 persyaratan / proyek dan tujuan,
 mengidentifikasi semua kriteria yang metodologi akan berdampak dan sebaliknya.
Identifikasi semua kemungkinan metodologi yang tersedia / yang paling relevan untuk proyek tersebut.
Luangkan waktu membandingkan dan membedakan masing-masing PMM dalam kaitannya dengan proyek.

Pertimbangkan  metodologi yg akan menghasilkan hasil terbaik dan menawarkan risiko minimal.
Mendapatkan umpan balik dan buy-in.
Mendokumentasikan metodologi dan pemikiran.
Menerapkan metodologi.
Memonitor dan memodifikasi sesuai kebutuhan.
Meskipun faktor risiko terbesar adalah kemungkinan untuk jatuh dalam kemampuan organisasi dan kesiapan, kriteria lain yang disebutkan sebelumnya dapat menciptakan masalah signifikan jika mereka melanggar persyaratan utama proyek.

Beberapa metodologi juga diarahkan tipe tertentu dari proyek, tetapi mungkin tidak selalu bekerja di setiap contoh. Seperti adalah tempat pilihan hybrid (menggabungkan lebih dari satu metodologi) harus dipertimbangkan pada berbagai tahap proyek.
Contoh PMMs
Agile umumnya digunakan dalam proyek-proyek pengembangan perangkat lunak, itu membuatnya mudah untuk mengidentifikasi masalah dengan cepat dan membuat modifikasi pada awal proses pembangunan dibandingkan menunggu sampai pengujian. Agile menawarkan proses berulang, mengurangi risiko, memungkinkan untuk umpan balik segera, memberikan perputaran cepat dan mengurangi kompleksitas.

Air terjun/ waterfall menawarkan tahap perencanaan yang lebih formal yang dapat meningkatkan peluang menangkap semua persyaratan proyek di depan, mengurangi hilangnya informasi kunci dan persyaratan pada tahap awal.

 metodologi hibrida.

Menyadari apa yang menjadi prioritas, apa metodologi yang, dan kapan, dimana dan bagaimana masing-masing metodologi menciptakan dampak positif terbesar adalah kunci untuk keberhasilan proyek. 
Di sinilah peran manajer proyek yg  dapat membantu organisasi dalam meningkatkan bagaimana mereka melaksanakan proyek dengan cara yang paling efektif dan efisien sekaligus mengurangi risiko.
Sangat penting untuk dicatat tidak ada satu solusi dalam semua kasus, bahkan dalam organisasi yang sama. Pengalaman PM datang ke dalam project , dan ini adalah di mana pengetahuan manajer proyek dari pro dan kontra dari masing-masing metodologi dapat sangat membantu organisasi dalam berhasil menavigasi proyek dengan cara-cara yang memungkinkan mereka untuk memaksimalkan potensi pemangku kepentingan.

WHAT IS Work Breakdown Structure (WBS)


work breakdown structure is a key project deliverable that organizes the team’s work into manageable sections. The Project Management Body of Knowledge (PMBOK) defines the work breakdown structure as a “deliverable oriented hierarchical decomposition of the work to be executed by the project team.” The work breakdown structure visually defines the scope into manageable chunks that a project team can understand, as each level of the work breakdown structure provides further definition and detail. Figure 1(below) depicts a sample work breakdown structure with three levels defined.

Work Breakdown Structure (WBS)

Work Breakdown Structure for Construction of a House
Figure 1. Work Breakdown Structure
Click Here for full size image

An easy way to think about a work breakdown structure is as an outline or map of the specific project. A work breakdown structure starts with the project as the top level deliverable and is further decomposed into sub-deliverables using the following outline hierarchy (Figure 2):

Work Breakdown Structure Deliverable
Figure 2. Work Breakdown Structure Deliverable

The project team creates the project work breakdown structure by identifying the major functional deliverables and subdividing those deliverables into smaller systems and sub-deliverables. These sub-deliverables are further decomposed until a single person can be assigned. At this level, the specific work packages required to produce the sub- deliverable are identified and grouped together. The work package represents the list of tasks or “to-dos” to produce the specific unit of work. If you’ve seen detailed project schedules, then you’ll recognize the tasks under the work package as the “stuff” people need to complete by a specific time and within a specific level of effort.

From a cost perspective, these work packages are usually grouped and assigned to a specific department to produce the work. These departments, or cost accounts, are defined in an organizational breakdown structure and are allocated a budget to produce the specific deliverables. By integrating the cost accounts from the organizational breakdown structure and the project’s work breakdown structure, the entire organization can track financial progress in addition to project performance.

Why use a Work Breakdown Structure?

The work breakdown structure has a number of benefits in addition to defining and organizing the project work. A project budget can be allocated to the top levels of the work breakdown structure, and department budgets can be quickly calculated based on the each project’s work breakdown structure. By allocating time and cost estimates to specific sections of the work breakdown structure, a project schedule and budget can be quickly developed. As the project executes, specific sections of the work breakdown structure can be tracked to identify project cost performance and identify issues and problem areas in the project organization. For more information about Time allocation, see the100% Rule.

Project work breakdown structures can also be used to identify potential risks in a given project. If a work breakdown structure has a branch that is not well defined then it represents a scope definition risk. These risks should be tracked in a project log and reviewed as the project executes. By integrating the work breakdown structure with an organizational breakdown structure, the project manager can also identify communication points and formulate a communication plan across the project organization.

When a project is falling behind, referring the work breakdown structure will quickly identify the major deliverables impacted by a failing work package or late sub- deliverable. The work breakdown structure can also be color coded to represent sub- deliverable status. Assigning colors of red for late, yellow for at risk, green for on-target, and blue for completed deliverables is an effective way to produce a heat-map of project progress and draw management’s attention to key areas of the work breakdown structure.

Work Breakdown Structure Guidelines

The following guidelines should be considered when creating a work breakdown structure:

  • The top level represents the final deliverable or project
  • Sub-deliverables contain work packages that are assigned to a organization’s department or unit
  • All elements of the work breakdown structure don’t need to be defined to the same level
  • The work package defines the work, duration, and costs for the tasks required to produce the sub-deliverable
  • Work packages should not exceed 10 days of duration
  • Work packages should be independent of other work packages in the work breakdown structure
  • Work packages are unique and should not be duplicated across the work breakdown structure

Tools to Create a Work Breakdown Structure

Creating a Work Breakdown Structure is a team effort and is the culmination of multiple inputs and perspectives for the given project. One effective technique is to organize a brainstorming session with the various departments that will be involved with the project. Project teams can use low-technology tools like a white board, note cards, or sticky note pads to identify major deliverables, sub-deliverables, and specific work packages. These cards can be taped to a wall and reorganized as the team discusses the major deliverables and work packages involved in the project.

The low-technology approach is easy to do; however, it does not work well with distributed teams or translate easily into an electronic format. There are several tools available that support mind mapping, brainstorming, and work breakdown structures. MatchWare MindView is an easy-to-use mind mapping software package that supports work breakdown structures, project outlines, Gantt charts, and exports easily into Microsoft Project for further schedule definition. Figure 3 provides an example of a work breakdown structure using Matchware MindView.

Mind Mapping software for Work Breakdown Structure
Figure 3. MindView Work Breakdown Structure
Click Here for full size image

The key benefit to MatchWare MindView is its ease-of-use translating work breakdown structures into high level project schedules. A natural extension of the work breakdown structure is the project schedule. By brainstorming the project scope in a mind mapping tool, the project manager can easily assign budget and duration estimates. These budget and duration estimates can easily be exported into Microsoft Excel or Microsoft Project for additional planning and analysis. Project managers want tools that help accelerate their work and reduce the administrative burden that accompanies project management processes.

Work Breakdown Structure Video

Learn how to use MindView to easily create your Work Breakdown Structure / WBS. Apply numbering scheme, completion percentage (100% rule), resources, cost calculation, and more. This video also demonstrates different views as Timelines, Gantt chart, and mind map, as well as several export functions including MS Excel, MS Word, MS Project, etc.

“This Work breakdown structure was made using MatchWare MindView 4”. Click here to build your own work breakdown structure.

COMMUNICATION  , How to Present to Senior Executives  -HBR, Nancy Duarte

Senior executives are one of the toughest crowds you’ll face as a presenter. They’re incredibly impatient because their schedules are jam-packed — and they have to make lots of high-stakes decisions, often with little time to weigh options. So they won’t sit still for a long presentation with a big reveal at the end. They’ll just interrupt you before you finish your shtick.

It can be frustrating. You probably have a lot to say to them, and this might be your only shot to say it. But if you want them to hear you at allget to what they care about right away so they can make their decisions more efficiently. Having presented to top executives in many fields — from jet engines to search engines — I’ve learned the hard way that if you ramble in front of them, you’ll get a look that says, “Are you kidding me? You really think I have the time to care about that?” So quickly and clearly present information that’s important to them, ask for questions, and then be done. If your spiel is short and insightful, you’ll get their ear again.

Here’s how you can earn their attention and support:

Summarize up front: Say you’re given 30 minutes to present. When creating your intro, pretend your whole slot got cut to 5 minutes. This will force you to lead with all the information your audience really cares about — high-level findings, conclusions, recommendations, a call to action. State those points clearly and succinctly right at the start, and then move on to supporting data, subtleties, and material that’s peripherally relevant.

Set expectations: Let the audience know you’ll spend the first few minutes presenting your summary and the rest of the time on discussion. Even the most impatient executives will be more likely to let you get through your main points uninterrupted if they know they’ll soon get to ask questions.

Create summary slides: When making your slide deck, place a short overview of key points at the front; the rest of your slides should serve as an appendix. Follow the 10% rule: If your appendix is 50 slides, create 5 summary slides, and so on. After you present the summary, let the group drive the conversation, and refer to appendix slides as relevant questions and comments come up. Often, executives will want to go deeper into certain points that will aid in their decision making. If they do, quickly pull up the slides that speak to those points.

Give them what they asked for: If you were invited to give an update about the flooding of your company’s manufacturing plant in Indonesia, do so before covering anything else. This time-pressed group of senior managers invited you to speak because they felt you could supply a missing piece of information. So answer that specific request directly and quickly.

Rehearse: Before presenting, run your talk and your slides by a colleague who will serve as an honest coach. Try to find someone who’s had success getting ideas adopted at the executive level. Ask for pointed feedback: Is your message coming through clearly and quickly? Do your summary slides boil everything down into skimmable key insights? Are you missing anything your audience is likely to expect?

Sounds like a lot of work? It is, but presenting to an executive team is a great honor and can open tremendous doors. If you nail this, people with a lot of influence will become strong advocates for your ideas.

This is the first post in Nancy Duarte’s blog series on creating and delivering presentations, based on tips from her new book, the HBR Guide to Persuasive Presentations.

​Risk dalam project management

Risk kerap dilewatkan atau hanya sebagai formalitas,
Sejatinya bila benar benar dilakukan dan diantisipasi , hasilnya akan sangat berguna terutama saat saat ini dimana target pertumbuhan byk negara  yang direvisi.
Ada beberapa standard utk risk ada IRM 2002 dr UK , ada iso kepala 31000 dll.
Garis merahnya hampir sama,

Yg sy akan bahas dibawah adalah risk management dr pmbok 2012 fith edition, gak beda jauh bila anda compare dgn iso 21500.
Risk persepsi  banyak ditangkap adalah negative,apalagi bila diterjemahkan dgn bahasa indonesia resiko, udah kartu mati.
Risk bisa positive atau negative.
Ada beberapa attitude , company terhadap risk,
1. Appetite , ini adalah willingness gairah keinginan perusahaan dlm menghadapi resiko. Tentu tidak membabi buta.ada  batasannya.
2. Tolerance.

Resiko yg bisa ditoleransi, misal kita beli equipment dgn usd tp jual dgn rupiah. Berapa deviasi tolerance nya , utk dpt margin , ditambah interest, cost equity , tempo waktu kita dibayar setelah done, 90 hari , atau kalau ingat setelah ditagih tagih . wkk  
Lebih ke nilai quantitative, ini penting , anda harus set nilai nya secara jeli dan disiplin, ingat juga risk management bersifat iterative artinya tdk hanya didepan project, tapi diseluruh project life cycle. Gunakan earned value management utk performance control.

Kemudian apa delivery yg harus dilakukan dlm risk management.
1. Risk management plan

2. Risk list identification

3. Risk list quantitative

4. Risk list qualitative

5. Risk list respond planning

6. Risk list control.
quantitative adalah ukuran dlm matematika misal papan tulis, ukuran panjang x lebar, berat dlm kg berapa.
Sementara qualitative lebih bersifat kualitas, misal perception, satisfaction, scope juga bisa dimasukkan.
Biasanya saya buat risk list sbb:
1. Risk list identification.

Ingat risk ada luas, political, economic, social, technic , dll.
2. Risk list description.

3. Sign atau symtom atau tanda2 nya apa.

4.ada di project management knowledge mana : int scope time dll

5. Ada di project life cycle mana: starting , prep, exe, closing ?

6.impact nya : high medium low, bisa juga kita gambarkan dlm angka.

7.probabilitynya, high medium low, bisa juga dlm percentage

8.occurence, jarang, sering ?

9. Impact bila negative: avoid, transfer, mitigate , accept ?
10. Impact bila positive, exploid, enhance ?
11.respond planning nya apa?
12.ownership nya siapa.

13. Risk id, 

14. Risk date.

15. Remark/ description

16. Risk category : strategic,operational, finance, compliance.
Banyak kan.

Dari list tersebut bisa kita petakan ke dalam grafic,
Ingat bila kita orang technic, focuskan juga ke arah business, persepsi management lbh kearah value dari business itu , objective  dari project tersebut.
Walau seakan menguntungkan tp kemampuan terbatas dan membahayakan operational business lbh baik dicermati secara seksama.
Apalagi bila product portfolio yg kita jual belum mature,

Ingatkan bcg matrix: market vs growth.

Itsm value ?

Product life cycle ?

The important of earned value management

Often there is discussion on why the EV needs to be matured and what are its benefits – tangible and as well as non tangible. I am making a small attempt to list some its benefits and keen to know your thoughts – 

The benefits of improved EVM at enterprise or PMO level:

– Standardised processes for managing project performance on a programme
– Improves transparency and strategic reporting senior management through
– Improved timeliness and quality of reports through streamlined reporting
– Improved standardisation and automation of reports resulting in reduced
costs for report production and improved employee job satisfaction for
project controls teams members
– Employee development of competencies
– Produces historical data that can be used for lessons learned and to
improve future estimating
– Produces man-hour utilisation and productivity statistics for HR
– Improved compliance with corporate financial reporting requirements
– Provides valuable strategic and operational information for improved
decision making (high tangibility)
– Reduced costs and increased benefits through improved project and
program decision making (low tangibility)
– Reduced reporting cycle times
– Improved communication and standardised processes for project
estimating, planning, scheduling, cost control, contracts administration
and project accountants.

The benefits of improved EVM maturity at project level:

– Continuous feedback on project work progress and productivity
– Early identification of performance trends and root causes
– Improves transparency and reduces the risk of disputes between owner and
– Improves project forecasting, planning of key resources
– Produces historical data that can be used for lessons learned and to
improve future estimating
– Produces quantity statistics, man-hour statistics and other data that
can be used by other functions such as safety

Thanks for reading. 

Anil Godhawale
Managing Director, Projcon Group