JOURNAL REVIEW MANAJEMEN PROYEK Asep Hapidin | Aditya P Nugraha | PSIM | 2016
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JOURNAL REVIEWMANAJEMEN PROYEK
Asep Hapidin | Aditya P Nugraha | PSIM | 2016
RISK, UNCERTAINTIES AND GOVERNANCE IN MEGAPROJECTS : A CRITICAL DISCUSSION OF
ALTERNATIVE EXPLANATION
Joe Sanderson Department of Management, School of Business, University of Birmingham, Birmingham - UK
Overview
1Pendahuluan
2Tujuan
4Kesimpulan
3Pembahasan
INTRODUCTIONRISK, UNCERTAINTIES AND GOVERNANCE IN MEGAPROJECTS : A CRITICAL DISCUSSION OF ALTERNATIVE EXPLANATIONS
INTRODUCTIONBackground
•“Governance“:moreandmorepopularinprojectmanagement.
•Governance:Formsoforganiza6ondesigned,Governing:micro-processesoforganizingemerging.•MegaProject,TheLargeEngineeringprojectorTheService-ledProject
INTRODUCTIONMega Project?
a) Project: Substantial physical infrastructure or asset with a life expectancy in decades; b) Client is often a government or public sector organisation; c) Main contractor (consortium) of contractors are usually privately-owned and financed;
INTRODUCTIONMega Project?
d) Contractor often retains an ownership stake in the infrastructure/asset after the construction phase is completed e) Is paid by the client for the service that flows from the asset's operation or use over a number of years >> “Public-private partnership”
MENGAPA PENULIS TERTARIK MENGANGKAT TOPIK INI.
Joe Sanderson
INTRODUCTIONChallenges for Project Manager
a)Highlevelsofcomplexityinvariousdimensions,b)Poten6alforsignificantconflictsofinterest,c)Theneedtomakedecisionsandtoactundercondi@onsofuncertaintyaswellasrisk
INTRODUCTIONChallenges for Project Manager
Results:-IntractableChallenges(hardtocontrol/dealwith),-Significantcostoverruns,-Delaysincomple6on -Failuretodeliver.
INTRODUCTIONChallenges for Project Manager
Paradox:Megaprojectshavebecomeincreasinglypopularinrecentyears.
PURPOSERISK, UNCERTAINTIES AND GOVERNANCE IN MEGAPROJECTS : A CRITICAL DISCUSSION OF ALTERNATIVE EXPLANATIONS
INTRODUCTION
PURPOSEa)Differentexplaina6onofthesignificantperformanceproblemsexhibitedbymanymegaprojects,b)Cri6callyexaminestheirsuggestedgovernancesolu6ons.c)Toprovideabroadcategorisa6onofdifferenttypesofexplana6onandassociatedsolu6ons,d)Toiden6fyanysignificantcommonali6esbetweenexplana6ons.
INTRODUCTION
TUJUANa)Memberikanbeberapamacamdeskripsikendalakinerjasignifikanyangterjadidibanyakmegaproyekb)Menjelaskansolusipengelolaanyangditawarkan.c)Menyajikanpenggolonganumumdeksripsidansolusinyad)mengiden6fikasikesamaandeskripsiyangdiperoleh.
INTRODUCTION
METHODOLOGY
•Examiningeachauthor'sfundamentalepistemologicalassump@onsaboutdecision-makercogni@onandaboutdecision-makerviewsonthenatureofthefuture.•Snowballeffectonselectedwords&phrases.
MENGAPA PENULIS MENGGUNAKAN METODOLOGI INI?
Joe Sanderson
INTRODUCTION
METHODOLOGY•Banyakrisettentangmanajemenproyek,Megaproyek:Tidakbanyak.•studiyangdilakukanbukanstuditeknis/lapangan.namunmerupakanstudiliteratur•Studiyangdilakukanbersifatkualita6fdanmerupakan6njauantertulisatassuatufenomena
RESULT & DISCUSSIONRISK, UNCERTAINTIES AND GOVERNANCE IN MEGAPROJECTS : A CRITICAL DISCUSSION OF ALTERNATIVE EXPLANATIONS
RESULT & DISCUSSION
3 ALTERNATIVES OF DECISION-MAKER COGNITIONCogni6onCategory1:op@mising>>Unlimited6me,informa6onandcogni6vecapacity,andmakechoicesthatmaximisetheirbestinterests
Cogni6onCategory2:Op@misingwithinLimits>>Constraintsoflimited6me,informa6onandcogni6vecapacity,buts6llmaximisetheirbestinterests
Cogni6onCategory3:sa@sfying>>Constraintsoflimited6me,informa6onandcogni6vecapacity,andmakechoicesthatsa@sfytheiraspira6onlevels
Knownas:FullRa-onality&BoundedRa-onality
RESULT & DISCUSSION
RISK OR UNCERTAINTY?Megaprojectsalwaysdealsmoregenerallywithriskanduncertainty(Mega)Projectmanagementaims:-Toremove(orsubstan6allyreduce)uncertaintyaboutmee6ngspecifiedobjec6ves.-MegaprojectmanagementtypicallydevotesignificantaXen6ontotechniquesandmodelsthataredesignedtoiden@fy,assessandul@matelymanagetherisksanduncertain@esassociated.
RESULT & DISCUSSION
RISKS & UNCERTAINTIES
RISK CATEGORY 1 A PRIORI
UNCERTAINTIES CATEGORY 1 SUBJECTIVE
RISK CATEGORY 2 STATISTICAL
UNCERTAINTIESCATEGORY 2 SOCIALISED
RESULT & DISCUSSION
RISKSRiskCategory1:aprioriprobabilityAbletoassignobjec6veprobabili6estoaknownrangeoffutureevents.
RiskCategory2:sta@s@calprobabilityAbletoassignobjec6veprobabili6estoaknownrangeoffutureeventsonthebasisofempirical/sta@s@calpastdata.
RESULT & DISCUSSION
UNCERTAINTIES UncertaintyCategory1:subjec@veprobabilityNodatatoassignobjec6veprobabili6estoeach.Insteadtheyuseexpecta@onsgroundedinhistoricalprac6cetoes6matethesubjec6veprobabilityoffutureevents—akintoscenarioplanning.
UncertaintyCategory2:socialisedNorelevantdata.Thefutureisinherentlyunknowable,becauseitissociallyconstructedandmaybearliTleornorela@ontothepastorthepresent.
RESULT & DISCUSSION
WHY MEGAPROJECTS FAILSExplana@ontypeA:StrategicRent-SeekingBehaviourStraigh\orward‘decep6onandlying’astac6csaimedatge_ngprojectsstarted.Explana@ontypeBMisalignedandUnderdevelopedGovernanceIncoherent,inappropriateorunderdevelopedgovernancearrangements,notcapableofhandlingtherisks,uncertain6esandturbulence.
RESULT & DISCUSSION
Explana@ontypeC:Diverseprojectculturesandra@onali@es.Projectmanagersunderstandinputstoandoutputsfromtheprojectinverydifferent,incompleteando`encompe6ngways.
WHY MEGAPROJECTS FAILS
RESULT & DISCUSSION
WHY MEGAPROJECTS FAILS : SOLUTIONSExplana@ontypeA:StrategicRent-SeekingBehaviour-Explicitlegalrequirement-Nobadpoli@ciansaround.-Improveaccountability:Givegreaterinvolvementofstakeholdergroupsandcivilsocietytoensurepropertransparency;comprehensiveregulatoryandriskmanagementplan;usingprivatesectorriskcapitalasthemajorsourceoffinance.
RESULT & DISCUSSION
Explana@ontypeB:MisalignedandUnderdevelopedGovernance-Buildstronger,morecoopera@veandmoreflexiblerela@[email protected]:allianceownershipstructure;financialguaranteesfromgovernmenttosupportprojectfinanciers.thatthegovernancemechanismsselectedanddesignedmustbeappropriatetothepar6cularcontextandcharacteris6csofaproject
WHY MEGAPROJECTS FAILS : SOLUTIONS
RESULT & DISCUSSION
Explana@ontypeC:Diverseprojectculturesandra@onali@es.Anumberofgovernancemechanismswereusedtounderpinthiscollabora6veprojectculture.Aformalstatementofkeyvaluesasabasisforresolvingdisputesinternallyandarisk/rewardregimebasedonmone@zedkeyperformanceindictors(KPIs).
WHY MEGAPROJECTS FAILS : SOLUTIONS
CONCLUSIONRISK, UNCERTAINTIES AND GOVERNANCE IN MEGAPROJECTS : A CRITICAL DISCUSSION OF ALTERNATIVE EXPLANATIONS
CONCLUSIONS▸ Threedis@ncttypesofmegaprojectissue:Thestrategicrent-seeking,misalignedor
underdevelopedgovernancemechanisms,anddiverseandcompe6ngprojectculturesandra6onali6es
▸ [email protected]:▸ First,learnmicro-analy6cfocusupontheday-to-dayac6vi6esofmanagement
prac66onersandtheirmeaninginaspecificse_ng.▸ Second,theapproachdrawsaXen6ontothewiderangeofactorsinvolved,both
formallyandinformally,increa6ngaproject,andinmakingithappen.▸ Third,itemphasizestherelevanceandimportanceofemergent,non-programmed,in
otherwordsspontaneous,workac6vi6esforanunderstandingofhowaprojectdevelops.
THANK YOUAsep Hapidin | H251150421 Aditya P Nugraha | H251150471
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