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.
Iklan

Project Management Check List, apakah itu ?

 

Apakah itu?

 

Dalam Project ada life cycle, didalam project ada permulaan dan ada akhir, Project diakhiri bila tujuan tercapai atau ketika tujuan tdk akan tercapai lagi.

 

Artinya tdk ada project menggantung.

 

utk itulah ada checklist utk memastikan project sesuai dgn harapan tujuan, proses control utk comprehensive governance.

 

berikut check list simple nya, dan mungkin tiap company berbeda, :

 

Pre project

 

  • Contract agreement, Perjanjian Kerja Sama
  • PO
  • Agreement : LOA,LOI,Email formal dll
  • Business case
  • Risk list identification (ini yg sering dilewati)
  • Profit & loss, Margin
  • Proposal project

 

Project starting,preparing,organizing

  • Project charter
  • Kick off meeting presentation
  • Project template report
  • MOM template
  • Stake holder identification
  • Project Schedule, Project cost control
  • Policy,procedure , document penunjang, approval list.
  • List Identification stake holder
  • Communication aproach
  • Project strategy, ( method, approach)

 

Project  executing

  • Weekly report: status updated,higlight,cost,risk,issue,next activities
  • Mom meeting
  • Change request documents
  • Change control board
  • BAST, UAT,ATP,Commisioning
  • Uat scenario, UAT approval
  • Key user training
  • Cut over, approval to production

Project closing

  • Closure,lesson learned document
  • Invoice closing
  • Handover document to operation

 

 

 

 

 

 

 

5 Things Likely to Disrupt Your Project Plan

 fast track,

5 Things Likely to Disrupt Your Project Plan

So you’re ready to launch a carefully scheduled project plan. You’ve planned backwards and mapped out each stage of the work and who will be responsible for what, and your project plan is a thing of beauty. What could go wrong?

Plenty, it turns out. Here are five of the things most likely to disrupt your project plan if you don’t factor them in from the beginning.

1. Not finding out from the start who needs to be consulted or bought in.While you’re the one who’s overseeing and perhaps doing the work, there may be others in your organization (or even outside of it) who need to be consulted along the way. Don’t assume that you’ll be told this information proactively, either. It’s often the kind of thing that comes up when a project is halfway through or (worse) near the end. So make a point of explicitly inquiring at the start of the project whether there are specific people who need to have input or be on board with how you plan to proceed.

2. Not confirming each part of the schedule with others who are involved.If you’re relying on others to play a role in the work – whether it’s actually doing pieces of it or simply signing off on work – make sure that you’ve confirmed with them that your schedule works on their side. Otherwise, you risk finding out at a crucial point in the project that the person you were counting on to sign off by the end of the week is out of the country on vacation and unreachable.

3. Not getting buy-in from leadership above you to prioritize the work. The important thing to note here isn’t just that your leadership needs to think the work is a good idea and worth doing; it’s that they need to be willing to prioritize it over other uses of time and resources. “Sounds like a good idea – see if you can make it happen” is a different thing than “let’s commit to getting it done by January and here’s a budget to use.” If you’re planning to allocate significant amounts of energy to a project, make sure that the management above you is aligned with you about when it should happen and what that will mean for otherdemands on your time that might arise.

4. Not being clear with others about the roles you need them to play.Especially when you’re relying on a peer to complete a piece of a project, it’s easy to inadvertently miscommunicate what you’d like that person’s role to be. For example, your coworker might assume that you’re only seeking ideas from her, or that her participation is optional, when in fact you need her to actually complete a piece of work by a specific deadline. Be sure to clarify exactly what roles you’ll need people to play from the start – and don’t hide the message. Saying “It would be great if you were able to put something together by the end of the month” conveys a different message than “I will need final copy from you by October 29 in order to make our printer deadline.”

5. Not checking in with others as the work progresses. Don’t assume that work is progressing as you’d planned simply because you’ve given assignments to others. Instead, make a point of engaging regularly, so that you’llknow if the work is moving forward on schedule or whether course corrections are needed. Otherwise, you risk having a nasty surprise when work isn’t completed on schedule or looks significantly different from what you were envisioning.

VERY good article: Failure of IT PROJECT 

 IT Project Failure : sample cased & why

Where do we stand with IT project failure? Are success rates in the industry improving? Frankly, not really. At best, the same dreary old rates are holding steady. Let’s examine recent big-name stories and industry statistics of IT project failure in order to both understand what exactly is going on and also to find ways to buck the trend moving forward.

Recent IT Project Failures

NHS IT Projects (£5bn) at ‘High Risk’ of Failure – 2016

According to the recent updates from Health & Social Care Information Centre (HSCIC), National Health Service – UK faces a high risk of losing £5bn invested in IT projects. All the projects are presently struggling with “red” or “amber/red” status, thereby implying an unsuccessful delivery.

The HSCIC report suggests flagging of the £2.3bn CSC Local Service Provider (LSP) program, £168m NHSmail2 program, NHS Choices website, and Care.data program as these are unlikely to meet the pre-defined delivery norms. Most of these programs were originally started in 2003 or 2004 and have had an extremely troubled history since then.

IBM sued over SAP Project Disaster

IBM was slapped with a multimillion-dollar lawsuit in 2012 by chemical products manufacturer Avantor Performance Materials, which alleged that IBM lied about the suitability of an SAP-based software package it sells in order to win Avantor’s business. IBM had charged over $13 million from Avantor for a systems implementation project that was mismanaged and was unable to perform properly.

Current State of Failure Rates – IT Projects

As evident from the above scenarios, actual IT project failure rates are still looming in the dark. For instance, an annual survey (2016) of Innotas, a project management company, highlights that more than half of IT projects fail, 3 years after a similar survey displayed nearly identical findings.

In 2013, a survey from Innotas revealed that 50% of businesses measured had experienced an IT project failure within the last 12 months. Nothing much has changed in the last three years. On the contrary, according to the most recent Innotas Annual Project and Portfolio Management Survey, the numbers have increased. Fifty-five percent of 126 IT professionals interviewed between Jan’15 to Mar’15 reported a project fail, which was way above the 32% reported in 2014.

“The problem isn’t necessarily that there’s a shortage of project managers or technology tools to help organizations address these issues. It’s a problem with resource allocation and aligning those resources with business goals.”
-Tushar Patel, Senior Vice President of Marketing, Innotas

Some interesting statistics from recent studies depict this:

  • Only 64% of projects meet their goals; organizations lose $109 million for every $1 billion invested in projects and programs.
  • Average Project Success Rates:
    • 39% of all projects succeed (delivered on time, on budget, and with required features)
    • 43% are challenged (late, over budget, with fewer than the required features)
    • 18% fail (either cancelled prior to completion or delivery or never used)

priyanka1

Major Contributing Factors

The largest contributor to this continuing trend of IT project failures is poor estimation that occurs during the planning phase. Apart from this, lack of executive sponsorship contributes immensely to project failures. Despite being the top driver of project success, less than 2 in 3 projects had actively engaged project sponsors. Statistics depict 68% of projects don’t have an effective project sponsor to provide clear direction or help address problems.

priyanka2The Impact of Project Failures – Time & Cost Perspective

If recent research reports are to be believed, a significant share of projects overruns their original timelines or budgets. Failing IT projects have an average cost overrun of 59% and time overrun of 74%. Such cost and time overruns have an intense effect on national economies. One estimate of IT failure rates is between 5% and 15%, which represents a cost of $50 billion to $150 billion per annum in United States.

Poor project management comes with an enormous price tag; however, the costs aren’t always just financial. For instance, the failure of the FBI’s Virtual Case File software application cost U.S. taxpayers $100 million and left the FBI with an antiquated system that jeopardized its counterterrorism efforts.

A similar scenario can be seen for IBM in 2013 when it got sued over a $1 billion project that led to it being banned by Queensland, Australia. The matter in consideration was a custom computer project that was originally supposed to cost AUS$6 million and escalated into an over-budgeted AUS$1.2 billion, thereby hampering the reputation and credibility of IBM in the said market and its capability to bag new projects or client accounts.

IT Governance – A Key to Positive Project Outcomes

Poor IT governance is likely to be one of the key causes of failure in big IT projects. Some major adverse outcomes would be increased costs due to the inefficiencies of short-term tactical IT deployments, risk of breaching data security & regulatory compliance necessities, and unproductive use of people and IT assets.

On the other hand, strong IT governance procedures provide a consistent, common language that helps create strong, long-lasting relationships, as well as build transparency into projects or processes. Listed below are some best practices offered by IT governance that are likely to deliver positive project outcomes, once implemented well:

  • Hands-on business leadership direction and sponsorship
  • Creation of a formal business case to understand the value proposition of the project
  • Assurance that projects are incremental with milestone verification
  • Adequate checkpoints and tests along the way to mitigate the risks
  • Acceptable resource allocation
  • Establishment of a change management system
  • Maintenance of excellent records, emails, instructions, and meeting notes
  • Expert independent performance verification and audits
  • Value delivery and benefits realization assurance

Conclusion

As evident from above statistics and details, IT project failures rates are still continuing the same trend as in the past. The only viable solution to counter this issue is to have a strong IT governance in place and apply sound project management disciplines and controls to ensure better success rates.

References

Hot jobs 2016: Project management

Dari proyeksi data PMI, tahun 2020 akan ada lebih dari 1,5 juta new jobs project management baru pertahun ,

dan project management juga merupakan hot jobs, dari survey gaji di kelly service, download :  Indonesia Employment Outlook and Salary Guide 2016

. The salary ranges in this Guide are based on actual transactions between employers and employees of Kelly Services Indonesia and represent a reflection of the job marketplace

 

Hot Jobs - Project management

Project Management Itu Menyenangkan,

Project Management Itu benar benar menyenangkan,

Anda tambahi humor, tak terasa, pesan anda tersampaikan, mulai dr hal sederhana menapak menuju karier gemilang kemudian menjadi berkah utk semua.

Project Management itu menyenangkan 1Project Management itu menyenangkan 2Project Management itu menyenangkan 3Project Management itu menyenangkan 4

 

 

 

 

Project ada tujuan clear-jelas , SMART ( Specific, Measurable, Agreed to, Realistic (achievable), Timely)
Project ada start-finish datenya, (membuat waduk, terowongan lintas pulau – bisa puluhan tahun, atau utk project berbuka puasa yg sederhana hy beberapa jam )

Project ada list detail activity nya
Project ada cost calculation, PIC ( role/responsibility) ada resources nya
Project ada risk list identification & antisipasi nya
Ada Understanding, commitment, ownership, sense of urgency dari team membernya
Dan lain lain kalau sy tambah, tambah pusing nanti,.. gakk banget nanti wkk

Membuat Report Project Cost Performance

Cost Controlling adalah sangat vital dalam project, sayangnya disitu banyak terjadi kelemahan,

Didalam excel dibawah, sedikitnya anda bisa memahami, project cost performance, earned value, Estimate at Completion dan lain lain,

Patut diingat rumus EAC berbeda antara PMbok dgn MS Project, di PMbok pun ada 3 formula pendekatan utk menghitung EAC.

Bila anda masih baru, tdk perlu risau, pelan2 akan memahami. baca artikel saya lain ttg earned value.

saya gambarkan bahasa secara sederhana berikut ini:

Project Cost Performance

ket: Project value adalah nilai PO dr project itu, sementara, project cost, adalah project value dikurangi dgn margin, ini bahasa saya, bahasa lain bisa dipakai, Kenapa memakai istilah value, karena tdk semua bisa dihitung dgn uang, krn ada benefit lain, product benefit, differentiation, strategic solution, customer customization dll

Key pointnya adalah, ada alignment antara solution,product,sales dgn team project. salah memakai patokan cost, margin akan berubah, target bisa bergeser, perusahaan bisa bubar.

actual cost dihitung secara periodik, dicompare dgn EAC ( based on CPI,SPI, Baseline cost terakhir, ( utk pmbok memakai BAC, total planned cost)

Threshold ini digunakan utk memberikan informasi, early warning system, ketika cost overrun, over budget, segera harus diambil tindakan, konkrit, jgn pake theory lagi wkk.

 

 

Controlling nya secara sederhana sbb: slide yg saya buat sederhana.

Project cost control

untuk formula lengkapnya anda bisa download di excel yg saya buat dibawah.

Tinggal masukkan data project anda, langsung jozz, download filenya disini: Project Cost Analyst

agak mikir dikit ya, tenang sudah ada  rumus2 nya.  masih bisa diimprove lagi,

Project Cost analysis

 

 

 

 

 

saya berikan juga sample  S Curve / kurva s , project cost secara sangat sederhana, saya ambil dari project-management.com

download excelnya: Project Cost S Curve

penjelasan: ini sangat sederhana, cost actual cumulative  vs cost baseline cumulative, makna cumulative adalah akumulasi, misalnya minggu ini x, minggu depan : x + minggu depan, dan seterusnya ditanah, sampai 100 %.

costing di Phase ini :  initiating cost misalnya saat kick off meeting ada biaya kah. dll

project phase cost cumulative cost curve , s curve cost