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








​Apa itu PMO ,Project management office adalah ?      KPI nya apa saja to..

Project Management office adalah,

Management structure yg dibentuk dlm suatu company utk berfungsi sbb:
1. Sebagai penyedia project governance, project’s  process related.

Menyediakan/set up, melaksanakan , mengatur , dan alignment semua project untuk sesuai dgn governance.

Governance adalah tata kelola , frame work structure , dr initial sampai closure.: process, structure, decision making dll.
Utk digaris bawahi Trend terkini project management adalah best practice, dimana focus utk penerapan dgn meraih objectives project secara maksimal.  Policy boleh saja tp lbh dr itu frame work yg harus di utamakan.

Sama dgn Pmbok, sebagai best practise dimana penerapannya bisa meningkatkan tingkat keberhasilan dr project tsb.
Setiap corporate mempunyai unique system project management, 
Sumber guidancenya bisa mengacu pd standard project management dunia, bisa PMBOK, Prince atau lainnya.
Semisal IBM dgn PM COE nya,

Project management center of excellence, dr project value, business value dan corporate value.

Prinsipnya adlh project management adalah sangat penting bg perusahaan, training , standarisasi project manager profession sangat perlu dilakukan , collaborasi , sharing lesson learned.

Utk diketahui awal mula project management adlh utk militer dan pertahanan, US defence, perang bintang, era nuklir adalah resource cost time line scope suatu mega project.
2. Sebagai penyedia templates, tool/ project management information system, teknik , form dll.
3. Sbg penyedia resource terutama project manager. 

4. Resource capacity, man hour.

Tipe Pmo ada beberapa fungsi:
1. Supportive, sebagai consultant

2. Controlling, memastikan compliance

3. Directive, direct handle project.

Pmo bisa berfungsi utk centralized coordinate multiple projects, yaitu compiled project status, resolve common problems, resource contraint dan aligment project dgn strategi perusahaan.
Kemudian pmo juga bisa berfungsi sebagai pool resource utk para project manager, setiap project akan dilead oleh project manager under pmo.


1. Earned value management adalah standard KPI project yg sangat bagus diterapkan.
SPI , schedule performance index

CPI, cost perf index

EAC, estimation at completion 
SPI bisa anda sandingkan dgn SCurve percentage, scurve adlh model report yg di favorite ti ole executives.
2. Customer satisfaction

3. P&L , antara pengeluaran dgn pemasukan.

4. Bast to Invoice time.

5. Customer to time value, dr proposal , ke Po, dr PO ke kick off, initiating to close out.

6. Kpi ada yg tangible dan intagible,

Intagible misal dr customer perception,customer satisfied, project team proudly of their works, management appreciated.

​Sekilas Program Management

Term project management sering salah kaprah, sering kita melihat postingan job vacancy : project manager operational,
Project jelas adanya start dan finish, project boundary harus ada agar project itu jelas apakah achieve dgn deliverable scope cost time quality, comply dgn requirement.
Project itu uniqe dan temporary bukan operational  dgn performing team yg relative sama, repeated activities.
Lalu apa program management,
Aplikasi dr skill,tools,teknik,  knowledge, ke aktifitas di project2 agar sesuai dengan requirement dari program itu sendiri.
Ingat requirement di IT ada 3:

Align dgn Bussines procesess,

Functional dan non funct ( availability, reliability,security dll)
Apa bedanya dgn project management ?
Project mgmt focus ke scope time cost dll
Program mgmt harus bisa manage ke project2 yg dideliverynya. Mengatur para project manager.
Focus ke alignment dgn company strategic, resources constrain, resolve commont problems.

Yg paling penting adalah ROI , bagaimana yg kita investasikan bisa sesuai yg kita planning dan target kan.
Program membawahi project2 yg identik dan transition ke operation.

Operation di sini ada lead2 yg accountabilitynya berbeda dgn team project , focus ke SLA OLA CSF dan kpi.
Artinya apa :
Seorang program management harus paham benar product portfolio , karena turunan dr portfolio adalah program mgmt.
Harus tahu product value product life cycle end to end, dari scratch ide sampai ke market : baca revenue.
TITIK awal dr program adalah value, bisnis.
Berikut program management:
Pre program : ini adalah business case, apakah worth it tidak ini utk bisnis.
Program set up: executing strategy, framework
Program management
Program delivery
Closing dan transition

Sebuah product yg berhasil , akan selalu berkesan ke hati pelanggan dan kantong revenue perusahaan.

Price perception content.
Yamaha xs 650 1970 

The Cost Of Panic In The PMO

The Cost Of Panic In The PMO

Panic in the project office is never a good thing. Most teams operate under some level of pressure that trends up and down depending on workloads and the nature of the current project portfolio. Garden-variety pressure is healthy, prompting teams to find new ways to increase efficiency and to focus on what’s important. Panic, on the other hand, usually has the opposite effect, stifling progress and undermining the team’s efforts.

Because panic costs the project office in many ways and can ultimately bring a team to its knees, it’s important that PMPs always be on the lookout for these warning signs.

Hand with money


Panic has an enormous impact on productivity and can quickly snowball from one missed deadline to all-out, show-stopping terror. Once panic sets in, team members often find themselves unable to focus their energy on anything other than those items that seem most urgent (even though these may not be the most important tasks on their plate). Those activities that are still moving forward according to the project plan could soon feel panic’s effects, too, as PMPs reprioritize in a last-ditch effort to get things back on track.


One of the first things to take a hit when panic grips the project office is the team’s morale. Panic is stressful and can lead team members to become more inwardly focused. Their communications often become less frequently and may stop entirely before to long. Energy levels fall, sometimes going into a gradual decline but in other instances seeming to drop off a cliff. Sustained panic, where problems in one project sap attention from another project and lead to a landslide effect across the entire portfolio, can pummel morale so badly that key PMPs may decide to seek opportunities elsewhere.



A team that’s in full-blown panic mode has almost zero chance of working together successfully. Self-preservation instincts often kick in, leaving little room for teammates to support one another when problems arise or to share resources if there’s even a hint there might not be enough to go around. The blame game soon begins, with sub-groups pointing fingers every which way. Team members subsequently spend even less effort on the project and instead attempt to save their own skins by trying to make the plethora of problems someone else’s fault. Anyone within the project office who is experiencing challenges in their critical-path activities may also avoid alerting others to the problem out of fear of discipline or simple embarrassment, a situation that further erodes the team’s cohesiveness.

Stakeholder engagement

Panic-stricken PMPs are generally terrible at maintaining strong communication channels, both inside the project office and with the project’s stakeholders. One reason is that the team is completely absorbed in trying to staunch the tide of problems and growing stress. Another is the desire to somehow prevent stakeholders from discovering how badly the project has gone off the rails. Unfortunately, this lack of attention is typically rewarded with diminished engagement and sometimes a complete detachment from the project as end users and sponsors begin to suspect there are serious problems within thePMO.

Executive trust

Panic causes project teams to do all sorts of uncharacteristic things, such as miss multiple deadlines, fail to alert the leadership group to impending trouble, cease outbound communications, and sometimes even misrepresent the status of particularly troubled portions of the project. Executives quickly lose faith in the PMO when it appears the team can no longer be trusted to act as prudent stewards of the organization’s funds and other resources, and the ability to raise support for future projects will almost certainly be in jeopardy.

What is Program Management?

  • Program management is the centralized coordinated management of a program to achieve the program’s strategic benefits and objectives.
  • In addition, themes to help ensure the successful accomplishment of the program. These themes are: benefits management, stakeholder management, and program governance.
  • Good program management requires visionary, entrepreneurial, and motivational zeal, combined with sound management processes.

•   Program Management focuses on the project interdependencies and helps to determine the optimal approach for managing them: ,

–Resolving resources constrain and/or conflicts that affect multiple projects within the system.
–Aligning organizational/ strategy direction that affects project and program goal & objective.
–Resolving issues and change management within a shared governance structure, not jut only administration or logistic or even  financial only.

  • The Relationship Between Program Management and Project Management:
•During a program’s life cycle, projects are initiated and the program manager oversees and provides direction and guidance to the project managers.
•Program managers coordinate efforts between projects but do not manage them.
•the interactions between program and project domains tend to be cyclical. Information flows from the program to the projects in the early phases (initiating and planning) and then flows from the projects to the program in the later phases of executing, controlling and closing.
  • A Program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
  • Programs, like projects, are a means of achieving organizational goals and objectives, often in the context of a strategic plan.
  • A Program may link projects in various other ways, including the following:

● Interdependencies of tasks among the projects

● Resource constraints that may affect projects within the program

● Risk mitigation activities that impact the direction or delivery of multiple projects

● Change in organizational direction that affects the work of projects and their relationships to other projects and work

● Escalation point for issues, scope changes, quality, communications management, risks, or program interfaces/dependencies.