Pengurusan Projek

Berikut adalah huraian terperinci mengenai dokumen-dokumen yang perlu ada dalam pengurusan projek mengikut kategori yang telah dinyatakan:

1. Inisiatif Projek (Project Initiation)

Business Case: Dokumen yang menerangkan sebab-sebab dan faedah sesuatu projek untuk memudahkan pihak berkepentingan membuat keputusan.

Project Deliverable: Senarai hasil atau produk yang diharapkan daripada projek tersebut.

Work Management: Proses pengurusan aliran kerja bagi memastikan tugas dijalankan secara teratur dan produktif.

Approval Workflow: Proses untuk mendapatkan kelulusan daripada pihak yang berkepentingan sebelum pelaksanaan projek.

Initial Project Risk: Penilaian awal terhadap risiko-risiko yang berpotensi mempengaruhi projek.

2. Perancangan Projek (Project Planning)

Gantt Chart Excel: Carta untuk menggambarkan jadual projek, merangkumi tempoh masa dan kemajuan setiap tugas.

Excel Project Manager: Alat pengurusan projek yang menggunakan Excel untuk mengesan kemajuan projek.

Tracking Spreadsheet: Lembaran kerja untuk menjejaki perkembangan tugas dan aktiviti projek.

SWOT Analysis Template: Templet untuk mengenal pasti kekuatan, kelemahan, peluang, dan ancaman projek.

Action Plan Template: Rancangan tindakan yang merangkumi langkah-langkah terperinci bagi mencapai objektif projek.

3. Pelaksanaan Projek (Project Execution)

Execution Excel Template: Alat Excel untuk mengurus pelaksanaan projek.

Requirement Traceability: Dokumen yang menghubungkan setiap keperluan kepada hasil yang diinginkan bagi memastikan kesemua keperluan dipenuhi.

SAP Implementation: Panduan atau proses pelaksanaan sistem SAP dalam projek.

Test Case Template: Templet yang digunakan untuk merekodkan kes ujian bagi memastikan fungsi sistem atau produk berjalan dengan betul.

Test Coverage Document: Dokumen yang menunjukkan sejauh mana ujian dijalankan terhadap sesuatu produk atau sistem.

4. Pengurusan Risiko (Risk Management)

Risk Register: Senarai risiko yang mungkin berlaku bersama dengan pelan mitigasi.

Incident Priority: Pengurusan keutamaan insiden mengikut impak kepada projek.

Cause/Effect Diagram: Diagram untuk mengenal pasti punca dan kesan risiko yang berlaku.

Issue Resolution Process: Proses yang perlu diambil untuk menyelesaikan isu yang timbul dalam projek.

Risk Identification: Proses mengenal pasti risiko yang mungkin dihadapi sepanjang projek.

5. Keperluan Pengurusan Projek (PM Essentials)

Multiple Project Tracker: Alat untuk menjejaki pelbagai projek yang berjalan serentak.

Project Checklist: Senarai semak yang memastikan semua tugas yang perlu diselesaikan dalam projek telah dipenuhi.

Project Scope Template: Templet untuk mendefinisikan skop projek secara terperinci.

Portfolio Dashboard: Paparan utama yang menunjukkan status keseluruhan portfolio projek.

Project Pipeline Tracker: Alat untuk memantau barisan projek yang dirancang atau sedang dijalankan.

6. Pengurusan Kakitangan (Staff Management)

Staff Competency Matrix: Matriks yang menunjukkan tahap kemahiran dan kecekapan kakitangan.

Project Resource Matrix: Matriks yang menunjukkan peruntukan sumber yang diperlukan dalam projek.

Resource Request Plan: Pelan untuk permintaan sumber yang diperlukan oleh projek.

Team Capacity Planner: Alat untuk mengukur kapasiti pasukan dalam melaksanakan tugas.

Team Charter Template: Dokumen yang menyenaraikan peranan, tanggungjawab, dan peraturan pasukan.

7. Pengurusan Perubahan (Change Management)

Change Request Form: Borang permintaan perubahan untuk mendokumentasikan permintaan modifikasi pada projek.

ITIL Change Request: Proses permintaan perubahan mengikut rangka kerja ITIL.

Change Log Template: Templet untuk merekodkan semua perubahan yang dibuat dalam projek.

Impact Assessment: Penilaian terhadap impak yang mungkin berlaku akibat perubahan dalam projek.

Change Curve Model: Model yang menunjukkan fasa-fasa perubahan dan cara menguruskan perubahan dalam pasukan.

8. Perolehan (Procurement)

Purchase Order: Dokumen untuk membuat pesanan pembelian barang atau perkhidmatan.

Recovery Policy Template: Dasar pemulihan bagi projek sekiranya berlaku gangguan.

Performance Report: Laporan prestasi projek untuk memantau kemajuan.

Catalogue Template: Katalog barangan atau perkhidmatan yang diperlukan oleh projek.

Problem Management: Proses pengurusan masalah untuk menangani isu yang berulang atau berkaitan dengan projek.

9. Pengurusan Kualiti (Quality Management)

Scalable Results: Keputusan yang boleh diskalakan berdasarkan saiz atau skop projek.

Control Chart: Carta kawalan untuk memantau kualiti hasil projek.

Quality Log Guideline: Panduan log kualiti untuk mencatatkan aktiviti kawalan kualiti.

Quality Matrix: Matriks yang menunjukkan standard kualiti yang diperlukan.

Quality Review Form: Borang untuk menilai kualiti projek berdasarkan kriteria yang telah ditetapkan.

10. Penjadualan Projek (Project Scheduling)

RACI Matrix: Matriks RACI (Responsible, Accountable, Consulted, Informed) untuk memperjelaskan peranan dalam projek.

Normal RFC Template: Templet untuk Permintaan Perubahan Biasa (RFC).

Implementation Plan: Rancangan pelaksanaan yang terperinci.

Release Calendar: Kalendar pelepasan untuk menjadualkan keluaran produk atau ciri baru.

Release Management: Pengurusan pelepasan yang memastikan semua keluaran projek dikawal dengan baik.

11. Pengesanan Projek (Project Tracking)

RACI Excel Template: Templet RACI dalam Excel untuk menguruskan tanggungjawab projek.

Gap Analysis Template: Templet untuk mengenal pasti jurang antara keadaan semasa dan hasil yang diinginkan.

Root Cause Analysis: Analisis punca masalah yang membantu mengenal pasti sebab utama isu.

RAID Log Excel: Alat untuk merekodkan Risiko, Andaian, Isu, dan Kebergantungan projek.

Execution Tracking: Pengesanan pelaksanaan yang memantau status pelaksanaan projek.

12. Garis Masa Projek (Project Timeline)

Construction Schedule: Jadual pembinaan yang menunjukkan fasa-fasa projek pembinaan.

Project Timeline: Garis masa projek yang menggambarkan keseluruhan tempoh dan aktiviti projek.

Milestone Template: Templet penanda aras untuk menunjukkan pencapaian penting dalam projek.

Production Schedule: Jadual pengeluaran untuk mengurus proses pengeluaran.

Timesheet Tracking: Alat penjejakan lembaran masa untuk merekodkan jam kerja kakitangan.

13. Pengurusan Pejabat Projek (PMO)

PMO Action Plan: Pelan tindakan Pejabat Pengurusan Projek (PMO) untuk menyokong projek.

PMO Business Case: Justifikasi perniagaan bagi PMO untuk memastikan nilai kepada organisasi.

PMO Charter Document: Dokumen piagam yang mentakrifkan tujuan dan skop PMO.

PMO Comms Plan: Pelan komunikasi PMO untuk memastikan maklumat dikongsi secara efektif.

PMO KPI Dashboard: Papan pemuka yang menunjukkan Indikator Prestasi Utama (KPI) bagi projek di bawah pengurusan PMO.

14. Penutupan Projek (Project Closure)

Project Closure Template: Templet untuk memastikan semua tugas dan dokumentasi penutupan projek telah diselesaikan.

Dokumen-dokumen ini penting dalam memastikan setiap aspek projek diurus dengan baik, dari perancangan sehingga penutupan, demi mencapai kejayaan projek dengan mengurus sumber, risiko, jadual, kualiti, dan kualiti kerja yang tinggi.

CONSTRUCTION PROJECT MANAGER RESPONSIBILITIES

Every capital project manager must be able to perform the following tasks

1. Keep the projects moving.
 Delays cost money and don’t add value to the project.

2. Maintain status of change orders. (i.e. funding, estimates, time)
 Keep pressure on contractor and designer to act promptly.
 Obtain funds in a timely manner

3. Negotiate change orders and write recommendation letters.
 Document reasonableness of changes (both price and time extensions).

4. Document contract actions such as directions to contractors or clarifications for designers.
 Verbal directions must always be confirmed in writing.

5. Authorize field changes not to exceed $xxx (dollar limit set by your boss)
 Document your action.

6. Review the following submittals:
• Plans and specifications – review for accuracy and possible changes.
• Monthly invoices – review for acceptance after designer certifies.
• Progress schedules – review for owner actions and update progress.
• Schedule of values – review for accuracy and no front end loading.
• Shop drawings, samples – review for compliance with owner’s requirements.
• Safety and Quality Control plans – review for critical items.

7. Coordinate activities of customer; contractors; designers via:
• Preconstruction conference
• Daily contacts with field supervisors
• Project status meetings (changes pending, submittals, RFI, action pending, schedule status)
• Project completion and turnover (punch list completion, ensure compliance with contract requirements for training, warrantee, record drawings, etc.).

8. Routinely inspect jobs for safety and quality.
• Look for potential accidents affecting off site personnel.
• Look for compliance with change order work.

9. Notify the boss of situations involving:
• Accidents
• Utility outages
• Construction quality deficiencies
• Potential change orders involving time or money
• Situations involving reprimand or censure
• Any controversial matters (crime, arguments)

11 WAYS THE PROJECT MANAGER CAN DESTROY A PFI PROJECT.

The project manager is the front line management representative protecting UiTM interests on this PFI capital construction project. He or she can easily destroy UiTM chances of a successful project by failing in any one of the following management duties:

1. Failure to maintain accurate control over change orders.Work being done without authorization (or funding),or material substitutions being made without technical evaluation, or schedules being stretched with extended overhead costs undocumented.
2. Failure to keep the boss and end users apprised of the status of construction, including anticipated delays in completion, and cost increases.No reaction time or options available for the boss, when everything is done after the fact.
3. Failure to review the plans and specifications prior to issuing request for information. Value engineering after the bids are submitted results in pennies being saved on the dollar value of the revised work.
4. Failure to identify and expedite long lead time material and equipment.Normal schedules are impossible to meet with unusual material requirements.
5. Failure to ensure that contract documents such as Performance; Payment Bonds; Workman’s Compensation Insurance; Builders Risk Insurance, and Contracts are properly executed before work starts.When a workman is killed or injured on your site the lawyers look for the party with the “deep pockets” to sue, which is usually the owner.
6. Neglect to visit the job site regarding safety and quality of work.No one else visits the work daily with your focused interest on long term work quality, and the safety of the campus environment.
7. Failure to insure that all required testing is accomplished.Without a testing submittal plan, you won’t even know what tests to look for, nor will you know what the required test results should be.
8. Ignore situations, which could result in contractor claims.Time does not heal issues, problems just fester, grow bigger, and become harder to resolve due to facts fading and contractor claims becoming dogmatic.
9. Late response to contractor inquires and submissions requiring approval. Time is something you cannot buy more of at the end of the project when deadlines are due, so don’t waste this crucial resource early in the project be letting everyone slip due dates for submittals and requests for information.
10. Failure to promptly review and forward contractor payment requests.Contractors operate on a very tight financial basis with just-in-time cash flow to subs and material suppliers.  If they don’t get paid promptly, then the whole contracting financial house of cards can crash on your head, when the work stops, and bonding companies eventually finish the project.
11. Insufficient attention to detail when closing out the contract.Like a circus leaving town, the contractors move on to other projects, and their crews rapidly leave the worksite.  Finishing the last 5% of the work takes 80% of the Project Manager’s energy.  On poorly managed projects with inadequate quality control during construction, it may not be possible to overcome all of the defects during the final punch list inspections made during the last few days of work. Don’t overlook the user concerns such as Keys, Maintenance Training, Spare Parts, Operating Manuals, Final punch list completion, and Warrantee contacts).

Definition of Project

DEEINITION OF PROJECT

A  Project is a one-shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills and resources.  It has also been described a s a combination of human and non human resources pooled together in a temporary organization to achieve a specific purpose. The purpose and the set of activities which can achieve that purpose distinguish one project form another.

-Project Management Institute, U.S,A

             ‘’We mean by a project any scheme, or part of sachem, for investing resources which can reasonably be analyzed and evaluated as an independent unit. The definition is thus arbitrary. Almost any project could be broken down into parts for separate consideration; each of these parts would then by definition a project”.

- I.M.D. Little and J.A. Mirrless.  

“A specific activity with a specific starting point and a specific ending point intended to accomplish a specific objective. It is something you draw a boundary around at least a conceptual boundary and say this is the Project”.
-J. Price Gettinger.

“Compilation of data which will enable an appraisal to be made of the economic advantages and disadvantages attendant upon the allocation of country’s resources to the production of specific goods and services.”

-United Nations.

Tasks and Responsibilities for Project Managers

• Get all key players on the project team.
• Manage task interfaces.
• Assure clear identification of task completion.
• Assure communication of task completion.
• Manage responsibility interfaces.
• Question blurry responsibilities.
• Clarify delegation levels.
• Balance the needs of project, client, organization.
• Identify stakeholders and their definition of project success.
• Balance project objectives with other objectives.
• Act as a catalyst, and when necessary, a devil’s advocate.
• Promote effective communication and wide participation in decision making.
• Manage conflicts. Conflict and aggressiveness are necessary elements in an adhocracy.
• Management’s job is to channel them toward productive ends.
• Bring conflicts to an early resolution. Do not sweep them under the rug. They won’t go away.

About Project and Project Management

A Project Is....

• A group of tasks, performed in a definable time period, in order to meet a specific set of objectives.
• It is likely to be a one-time program.
• It has a life cycle, with a specific start and end.
• It has a work scope that can be categorized into definable tasks.
• It has a budget.
• It is likely to require the use of multiple resources. Many of these resources may be scarce and may have to be shared with others.
• It may require the establishment of a special organization, or the crossing of traditional organizational boundaries

Major components of project consists of

• Work of scope.
• Time.
• Resources.
• Costs.
• Quality.
• Communication.
• Risk.
• Contracts and Procurement.