01 Pertemuan 1.pdf
-
Upload
denny-firmansyah -
Category
Documents
-
view
31 -
download
0
description
Transcript of 01 Pertemuan 1.pdf
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