1

MANAJEMEN PROYEK & INDUSTRI

Prof. Dr. Ir. Abdullah, MSLuqman Buchori, ST, MT

Dr. I Nyoman Widiasa, ST, MT

JURUSAN TEKNIK KIMIA FAKULTAS TEKNIK

TKK 240

2

K A R I E R & SKILLWhat some Chemical Engineers do for living ?

3

S K I L L

Chemist

Discover that if two reactants are mixed in a certain proportion

at an elevated temperature, a product significantly more

valuable than both reactants will be obtained

How should the product be manufactured using a process based on this reaction ?

Engineering Problem

What some Chemical Engineers do in chemical

manufacturing process ?

4

Tujuan Instruksional Umum (TIU)

Mahasiswa mampu menjelaskan prinsip

prinsip manajemen proyek dan industri

serta cara-cara memperoleh efisiensi

ekonomis dalam proses produksi.

5

POKOK BAHASAN

1. Identifikasi Kegiatan Proyek

2. Pendanaan Proyek

3. Konsep Manajemen Proyek

4. Perencanaan Strategis dan Operasional Proyek

5. Teknik dan Metode Perencanaan Waktu dan Jadwal Kerja

6. Manajemen Inventori

7. Manajemen Produksi

8. Struktur Organisasi & Manajemen SDM

6

R E F E R E N S I1. Tonchia, S. (2008). Industrial Project Management. Springer-Verlag, Berlin

2. Imam Soeharto. (1999). Manajemen Proyek, Jilid 1, Penerbit Airlangga

3. Newman, D.G. (2006). Engineering Economic Analysis. 9th ed. Engineering Press Inc., California

4. Project Management Institute. (2000). A Guide to the Project Management Body of Knowledge PMBOK, 2000 ed., Project Management Institute, Inc., Pennsylvania.

5. Triss Melton. (2007). Project Management Toolkit- The Basics for Project Success., 2nd ed., Butterworth-Heinemann, Amsterdam.

6. Meri Williams (2008). The Principles of Project Management. 1st ed., SitePoint Pty. Ltd, Australia

7. Gerard M. Hill (2008). The Complete Project Management Offce Handbook, 2nd

ed., Auerbach Publications, Boca Raton

8. Project Management Institute. (2006). Practice Standard for Work Breakdown Structures, 2nd ed., Project Management Institute, Inc., Pennsylvania.

9. Robert K. Wysocki. (2003). Effective Project Management : Traditional, Adaptive, Extreme, 3rd ed., Wiley Publishing, Inc., Indianapolis, Indiana

7

IDENTIFIKASIKEGIATAN PROYEK

8

Introduction

A project may be seen as an investment activity where financial resources are expended to create capital assets that produce benefits over extended period of time.

Project identification is the initial phase of the project development cycle.

It begins with the conceiving of ideas or intentions to set-up a project.

These ideas are then transformed into a project.

9

For projects to be properly conceived, the characteristics below must be clearly defined:

Tujuan

Outputs yang diharapkan

Keuntungan yang dimaksud

Jangka waktu yang direncanakan

Dampak project yang lebih luas

Stakeholders utama

Perencanaan Financial dan Sumber Pendanaan

Essential characteristics of projects

10

There are two major approaches to project identification

(a) Top-down approach

(b) Bottom-up approach

Approaches to project identification

11

• Projects are identified based on demands from beyond the community.

• This may include directives from:

– international conventions (such as Kyoto Protocol/climate change)

– international institutions or NGOs that have determined particular priorities and thus projects

– national policy makers identifying projects that pertain to party manifestos and/or national plans.

Top-Down Approach

12

• In this approach community/beneficiaries are

encouraged to identify and plan the projects

themselves with or without outsiders.

Bottom-Up Approach

13

• The process of project identification ends with the formulation of a problem statement.

• It takes the form of:

– Listing all the problems/needs in the community/area/ organization.

– Prioritizing the problems and selecting 1 – 3 core (major) problems.

– Finding out the root causes of the problems.

– Sitting the likely effects of the problems on the community.

– Suggesting the probable solutions to the problems.

– Identifying the (projects) from the solutions.

The problem statement

14

Feasibility Study

A feasibility study is an analysis of the viability of an idea, focuses on helping answer the essential question of “should we proceed with the proposed project idea?”

The feasibility study is an evaluation and analysis of the potential of a proposed project which is based on extensive investigation and research to support the process of decision making.

15

Feasibility Study

New Product

Development.

General Specs Feasi

ble

Preliminary

Design

Detailed

Design

Process

Design

Process

Analysis

Prototyping

Market Test

Process

Planning

STOP

Feasibility

Analysis

R+D

Sales

Operations

Competitors

Clients/Users

Suppliers

Technical

Evaluation

Market

Research

16

PENDANAAN PROYEK

17

JENIS PROJECT

EPC / EPCC : Engineering – Procurement –

Construction - Commissioning

BOO : Build – Own – Operate

BOT : Build – Operate – Transfer

BOOT : Build – Own – Operate – Transfer

BLT : Build – Lease – Transfer

DBFO : Design – Build – Finance – Operate

DBOT : Design – Build – Operate – Transfer

DCMF : Design – Construct – Manage – Finance

18

EPC : Engineering – Procurement –

Construction

In an EPC contract, the EPC contractor agrees to deliver a fully commissioned plant to the owner for a fixed fee.

The EPC approach is gaining acceptance worldwide. It does however need to be fully understood by both parties if it is to work as expected.

The owner must have a clear idea as to the scope of the project. Any changes later are likely to be costly.

The owner must then choose a reputable and experienced EPC contractor and get the design of the plant and associated machines inspected by in-house experts or external consultants before proceeding.

19

BOO : Build – Own – Operate

Dengan BOO contract, sebuah perusahaan swasta atauBUMN ditunjuk untuk mengembangkan, membiayai, mendesain, membangun, memiliki, mengoperasikan, dan memelihara sebuah project.

Pihak Ketiga menguasai project sepenuhnya danmenjaga “operating revenue risk” dan semua” surplus operating revenue” selamanya (perpetuity).

Skema project BOO membutuhkan biaya besar danpayback period lama.

Pendekatan kontrak BOO umum untuk sektorpembangkit listrik (power generation).

20

BOT : Build – Operate – Transfer

Satu bentuk kontrak antara a private company and a governmental body atau a private company and a private company, dimana Pihak Ketiga sepakat untuk membangun(build), mengoperasikan (operate) fasilitas tersebut selamaperiode waktu tertentu, dan mentransferkan kepemilikan(transfer ownership) kepada Pihak Pertama.

Selama periode tersebut, Pihak Ketiga bertanggung jawabatas biaya yang timbul dan berhak atas all revenues yang dihasilkan dari project.

21

Example : Bangun Rumah Kost

22

BOOT : Build – Own – Operate – Transfer

Financing arrangement dimana Pihak Ketiga

(1) designs and builds a complete project or facility at little or no cost bagi Pihak Pertama,

(2) owns and operates the facility as a business for a specified period (usually 10 to 30 years) after which

(3) transfers it to the partner at a previously agreed-upon or market-price.

A BOOT structure differs from BOT in that the private entity owns the works.

23

Advantages of BOOT projects

Mendorong investasi swasta

Memasukkan capital asing

Transfer technology & know-how

Menyelesaikan project sesuai time frame & budget yang direncanakan

Membuka sumber finansial alternatif untukpriority projects lainnya

Melepaskan beban pada public budget untuk pembangunan infrastruktur

24

BLT : Build – Lease – Transfer

Under BLT a private entity builds a complete project and leases it to the government.

On this way the control over the project is transferred from the project owner to a lessee.

In other words the ownership remains by the shareholders but operation purposes are leased. After the expiry of the leasing the ownership of the asset and the operational responsibility are transferred to the government at a previously agreed price.

For foreign investors taking into account the country risk BLT provides good conditions because the project company maintains the property rights while avoiding operational risk.

25

DBFO : Design – Build – Finance – Operate

Design–build–finance–operate is a project delivery method very similar to BOOT except that there is no actual ownership transfer.

The contractor assumes the risk of financing till the end of the contract period.

The owner then assumes the responsibility for maintenance and operation.

This model is extensively used in specific infrastructure projects such as toll roads.

26

Toll roads projects

The private construction company is responsible for the design and construction of a piece of infrastructure for the government, which is the true owner.

Moreover the private entity has the responsibility to raise finance during the construction and the exploitation period.

The cash flows serve to repay the investment and reward its shareholders.

They end up in form of periodical payment to the government for the use of the infrastructure.

The government has the advantage that it remains the owner of the facility and at the same time avoids direct payment from the users.

Additionally, the government succeeds to avoid getting into debt and to spread out the cost for the road over the years of exploitation.

27

DBOT : Design – Build – Operate – Transfer

28

DBMF : Design – Build – Manage – Finance

Some examples for the DCMF model are the prisons (penjara) or the public hospitals.

A private entity is built to design, construct, manage, and finance a facility, based on the specifications of the government.

Project cash flows result from the government’s payment for the rent of the facility.

In the case of the hospitals, the government has the ownership over the facility and has the price and quality control.

This model could be interpreted as a mean to avoid new indebtedness (hutang) of public finance.

29