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8/3/2019 PM-05 - MANAJEMEN SDM
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© Budi Hartono, ST, MPM
Managing Project = managing people
Consider this phenomenon! – Black Law – people tend to spend all
allocated resources (time, budget)
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– Learning Curve - experience matters ____________________________________
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– Mythical Man-month –more people doesNOT necessarily means faster project
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– Syndrome 90%Project progress are reported good until 90%
when problems are revealed
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Types of Organization Structure
• Functional Organization• Matrix organization
• Projectized organization
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Functional Structure
CEO
President
VPEngineering VPMarketing VPManufacturing
NPD R&D Sales
Mgr
Advertis
ing Mgr(+) loyalty to functional groups, togetherness, less
duplication of works, share expertise, in-depth expertise
(-) silo of expertise, competition, slow problem solving,narrow vision
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Market-oriented Structure
– based on market they serve
– project, product, geography
CEO
President
Hongkong
President
Britain
President
Indonesia
VP haircare
product
VP facialproduct
VP haircare
product
VP facialproduct
(+) costumer focus, highly flexible, speed
(-) duplication of expertise, knowledge, cost
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The Matrix Structure
CEO
President
EngineeringManager
MarketingManager
OperationsManager
Engineer 1
Engineer 2
Engineer 3
Mkt Staff 1
Mkt Staff 2
Mkt Staff 3
Op. Staff 1
Op. Staff 2
Op. Staff 3
Proj. Mgr 1
Proj. Mgr 2
Proj. Mgr 3
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Matrix Organization
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ADVANTAGES OF A PURE MATRIX
ORGANIZATIONAL FORM
• The project manager maintains maximum project
control (through the line managers) over allresources, including cost and personnel.
• Policies and procedures can be set up
independently for each project, provided that theydo not contradict company policies and
procedures.
• The project manager has the authority to commitcompany resources, provided that scheduling does
not cause conflicts with other projects
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`
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The Phenomenon ofProject Leadership
(1) Leading a project is not the same as leading adepartment.
A project by definition is unique; it has never been donebefore.
As a result, the end product and the process forproducing it are never fully specified in advance.
source: Project Management as if People Matter (Robert, 1989)
he project leader lives in an environment of constant uncertai
Th Ph f
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The Phenomenon ofProject Leadership (2)
(2) The project leader coordinates the efforts of a team ofpeople who may not be accustomed to working with oneanother.
They will normally have a wide variety of skills,backgrounds,biases,work habits, values,and ethics.
The project leader must work with this diverse group
of people so that they coalesce into an effective working team
Th Ph f
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The Phenomenon ofProject Leadership (3)
• Project teams normally cut across organizationalboundaries
• include people from several departments or groups.
• Project success will require the cooperation of all ofthese people.
The project leader must be skilled in obtaining cooperation from
other people over whom he or she does not have direct control.
The Po er of
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The Power ofthe Project Manager
• is often defined as the ability to influence keyplayers in the decision-making process
• Project managers often feel powerless
because they lack the powers of functionalmanagers, such as hiring and firing
but, they can use other types of power: …
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The Power of the Project Manager
• Coercive power uses fear as a primary tool.
they may not assign certain people to coveted tasks, not invite
them to meetings, or not communicate with them.
• Reward power uses positive financial and nonmonetary tools.
they can provide feedback to functional managers onperformance, which in turn provides a basis for determining
salary increases.
John French and Bertram Raven
The Power of
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The Power ofthe Project Manager
• Expert power is based on a person’s knowledge
credentials, expertise, or education.
• Referent power is based on trait theory—that is, aperson’s characteristics.
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Leadership Style
directive style
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Leadership Style
participative style
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Building a Team
• Who Should Be on Your Team?
depends on the size and complexity ofyour project.
try to obtain one representative from
each functional area
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Building a Team
• Identifying Who Does What
• Assigning who is going to do what and
when
responsibility matrix
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Responsibility Matrix
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Team Evolution by Tuckman
FORMING
STORMING
NORMING
PERFORMING
MOURNING
information, organization, structure, andcontext.
Conflicts tend to be greatest. I can't
team members chart their course
by laying out their work. I can
team members play a leading roledoing the job. We can
much of your project ’s original
structure has disappeared see note
M ti ti Y T
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Motivating Your Team:
Giving ’Em What They Need
• Most experts think you can NOT trulymotivate people ,primarily because motivationis viewed as an internal function.
•BUT you can
• create a climate,environment,or situationwhere motivation can occur within anindividual.
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tips
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Physiological Needs
Safety Needs
Belongingness & Love Needs
Esteem Needs
Need to Know & UnderstandAesthetic Needs
Self Actualisation
Transcendence
Live
Love
Learn
Legacy
Maslow’s Hierarchy of Needs
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