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"Laporan magang ini mengevaluasi kesesuaian proses Project Management Office (PMO) yang dilakukan oleh PT MBHC dan menganalisis hasil refleksi diri penulis dari pengalaman magang di PT MBHC. Evaluasi dilakukan dengan menilai kesesuaian seluruh dokumen, alat, dan teknik yang digunakan selama proses PMO PT MBHC untuk proyek transformasi talent management PT MELV terhadap karakteristik dokumen, alat, dan teknik dari teori proses monitoring and control Project Integration Management. Berdasarkan hasil evaluasi, terdapat beberapa dokumen, alat, dan teknik yang sudah sesuai dengan karakteristik, belum sesuai dengan karakteristik dan tidak sesuai dengan karakteristik teori. Lalu analisis refleksi diri dilakukan dengan mengevaluasi hal yang telah dan belum berjalan dengan baik dari beberapa pengalaman penulis saat magang, dikaitkan dengan beberapa teori yang relevan, dan menentukan tindak lanjut dari hasil analisis tersebut.

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This internship report evaluates the suitability of the Project Management Office (PMO) process carried out by PT MBHC and analyzes the results of the author's self-reflection from the internship experience at PT MBHC. The evaluation is carried out by assessing the suitability of all documents, tools, and techniques used during the PT MBHC PMO process for the PT MELV talent management transformation project against the characteristics of documents, tools, and techniques from the theory of the Project Integration Management monitoring and control process. Based on the evaluation results, there are several documents, tools, and techniques that are fully in accordance with the characteristics, not fully in accordance with the characteristics, and not in accordance with the characteristics of the theory. Afterwards, the self-reflection analysis is carried out by evaluating things that have and have not worked well from some of the author's experiences whilst doing the internship, associated with several relevant theories, and determine the follow-up of the results of the analysis."

"Pembangunan fasilitas Green Cold Chain-Solar Ice Maker di Sulamu, Kupang sebagai solusi untuk mengatasi kekurangan listrik yang dihadapi nelayan pesisir di Indonesia. Namun perencanaan mitigasi risiko yang tidak memadai dan wabah pandemi Covid-19 yang terjadi, penundaan proyek tidak dapat dihindari. Perlunya perencanaan proyek yang jelas dan komprehensif sangat penting selama masa pandemic untuk mengoptimalkan kinerja proyek dan kepatuhan terhadap jadwal. Pemahaman yang mendalam tentang ruang lingkup proyek dan risiko potensial sangat penting untuk mengembangkan solusi terperinci yang dapat beradaptasi dengan faktor risiko yang berubah. Studi ini bertujuan untuk menganalisis risiko yang terkait dengan perencanaan proyek dengan mengidentifikasi dan mengevaluasi proses perencanaan dalam 10 knowledge areas dan 24 planning processes yang ditentukan dalam Project Management Body of Knowledge (PMBOK) menggunakan pendekatan analisis risiko kualitatif. Tujuan penelitian ini adalah untuk mengurangi faktor risiko tinggi dan meningkatkan kinerja proyek. Berdasarkan temuan penelitian, tindakan pencegahan untuk setiap faktor risiko tinggi telah dikembangkan dan diintegrasikan ke dalam pedoman perencanaan (Standar Operasional Prosedur). Analisis risiko yang dilakukan dapat digunakan sebagai strategi untuk meningkatkan kinerja jadwal pengembangan Proyek Green Cold Chain-Solar Ice Maker.

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The construction of Green Cold Chain-Solar Ice Maker in Sulamu, Kupang facilities is proposed as a solution to address the electricity shortage faced by coastal fishermen in Indonesia. However, due to the insufficient risk mitigation planning and the outbreak of Covid-19 pandemic, delays in the project were unavoidable. The need of having clear and comprehensive project planning is crucial for these projects especially during pandemics, to optimize project performance and adherence to timelines. A thorough understanding of the project's scope and potential risks is essential for developing detailed solutions that can adapt to changing risk factors. This study aims to analyze the risks associated with project planning by identifying and evaluating the planning processes outlined in the 10 knowledge areas and 24 planning processes defined in the Project Management Body of Knowledge (PMBOK) using a qualitative risk analysis approach. The goal is to mitigate high-risk factors and enhance project performance. Based on the research findings, preventive actions for each high-risk factor have been developed and integrated into a planning guideline (Standard Operating Procedure). The risk analysis performed can be used as a strategy to improve the Green Cold Chain Project development schedule performance."

"Laporan magang ini mengevaluasi kesesuaian prosedur monitor dan kontrol dalam pelaksanaan project integration management sebagai bagian dari project management office yang dilakukan oleh PT AWP terhadap PT GIA Tbk serta menganalisis hasil refleksi diri dari pengalaman magang di PT AWP. Evaluasi dilakukan dengan melihat ketersediaan dan keefektifan seluruh dokumen/alat/teknik yang digunakan selama proses project integration management untuk proyek change management post-merger integration PT GIA Tbk terhadap karakteristik dalam input (dokumen), alat dan teknik, serta output dari teori prosedur monitor dan kontrol oleh Clements et al (2013). Berdasarkan hasil evaluasi, PT AWP telah melaksanakan prosedur monitor dan kontrol yang sebagian besar telah sesuai dengan karakteristik dan berjalan secara efektif, tetapi terdapat dua dokumen/alat/teknik yang tidak sesuai dengan karakteristik dalam teori, dua dokumen/alat/teknik kurang berjalan efektif, satu dokumen/alat/teknik tidak dapat dinilai keefektifannya karena kurang relevan untuk proyek. Selanjutnya, pengalaman magang di PT AWP dianalisis melalui evaluasi hal yang telah dan belum berjalan dengan baik dari beberapa pengalaman selama program magang dengan mengaitkan beberapa teori yang sejalan dengan pengalaman tersebut, serta menentukan sebuah tindak lanjut yang akan dilakukan di masa depan.

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This internship report evaluates the suitability of monitoring and control procedures in the implementation of project integration management as part of the project management office carried out by PT AWP towards PT GIA Tbk and analyzes the results of the self-reflection from the internship experience at PT AWP. Evaluation is carried out by looking at the availability and effectiveness of all documents/tools/techniques used during the project integration management process for the PT GIA Tbk change management post-merger integration project against the characteristics in the inputs (documents), tools and techniques, as well as the outputs of the theory of monitoring and control procedures by Clements et al (2013). Based on the evaluation results, PT AWP has carried out monitoring and control procedures, most of which are in accordance with the characteristics and are running effectively, but there are two documents/tools/techniques that are not in accordance with the characteristics in theory, two documents/tools/techniques are less effective, one document/tool/technique cannot be assessed for its effectiveness because it is not relevant to the project. Furthermore, the self-reflection at PT AWP is analyzed through evaluation of things that have and have not gone well from some of the experiences during the internship program by linking several theories that are in line with these experiences, and determining a follow-up that will be carried out in the future."

"Reflects the collaboration and knowledge of working project managers, providing the fundamentals of project management as they apply to a wide range of projects. This internationally recognized standard provides the essential tools to practice project management and deliver organizational results. Updates include: Addition of a 10th Knowledge Area: Project Stakeholder Management; refined project data information and information flow; and the addition of four new planning processes: Plan Scope Management, Plan Schedule Management, Plan Cost Management and Plan Stakeholder Management."

"Proyek adalah kegiatan yang dapat direncanakan dan dilaksanakan dengan mempergunakan sumber daya untuk menghasilkan keuntungan. Sumber daya tidak pernah tidak terbatas, dan sering kali sumber daya sangat terbatas. Perencanaan proyek tergantung pada kapasitas sumber daya yang tersedia, dan keberhasilan suatu proyek diukur dari pemanfaatan sumber daya secara optimal."

"Perencanaan dan penjadwalan adalah tahap yang sangat penting dalam menentukan keberhasilan suatu proyek. Masalah yang sering terjadi dalam suatu proyek adalah keterlambatan pekerjaan karena ketidaksesuaian antara rencana awal dengan realisasi pelaksanaan proyek.Penelitian ini bertujuan untuk menerapkan Metode Critical Chain Project Management (CCPM) dalam mencari solusi optimalisasi dalam segi waktu proyek. Penelitian ini menganalisis penjadwalan proyek instalasi DCS dengan metode CCPM terhadap penjadwalan yang telah ditetapkan oleh pihak manajemen proyek untuk mengetahui durasi optimal proyek dengan memperhitungkan hubungan keterkaitan pekerjaan, 50% probabilitas, kendala sumber daya, jalur kritis, project buffer dan feeding buffer.Hasil dari pengembangan penjadwalan dengan metode critical chain dapat mengoptimalkan jadwal karena menghilangkan waktu pengaman pada setiap pekerjaan sehingga didapat waktu penyelesaian proyek menjadi 279.75 hari dari penjadwalan sebelumnya yaitu 285 hari. hal ini juga dapat mengantisipasi kebiasaan buruk seperti student's syndrome.

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Planning and scheduling are very important stage in determining the success of a project. A problem that often occurs in project is project lateness due to the mismatch between the first schedule plan and realization in project implementation.This research aim to implementing the critical chain project management (CCPM) to find a solution in term of optimization of project time. This study analyzes the Project Scheduling Installation of DCS with scheduling of the CCPM method which has been established by the management of the project to find out the optimal duration of project. The indicators used to calculate the project can be implemented are the corresponding relationships between activity, change duration with 50% probability, resource constraints, critical chain, project buffer and feeding buffer.The result of the development of scheduling with critical chain method can optimize the schedule because it eliminates a safety time on every job so come by the time the completion of the project becomes 278.75 days from the previous scheduling that was 285 days. It also can anticipate a bad habit such as student's syndrome."

"As a developing country, Indonesia is trying hard to progress towards becoming a developed nation. In the past few years, Indonesia has achieved impressive growth. In order to maintain it, Indonesia is spending a large amount of money for its physical development, for instance, the development of infrastructure projects. Consequently, project control is then needed to carry out the projects successfully. Therefore, project control plays an important role in the development of our country. Control is basically a process of trying to achieve conformity between goals and actions. It involves comparison of the performance to the plan. If significant differences take place, corrective actions should be taken. Project control is focused on three areas: time, cost, quality. Time control can be carried out by scheduling the project. Two methods used for scheduling are bar charting and networking technique. In bar charting, a project is divided into its major operations and the time to complete each operation is estimated. The operations are represented by bars arranged in the order of their early start time. Networking techniques are used on complex projects. An example of such a technique is Critical Path Method (CPM)."

"Sektor konstruksi Indonesia merupakan salah satu pilar penting penopang perekonomian Indonesia. Namun ada masalah yang terjadi pada proyek-proyek konstruksi, yaitu kinerja proyek tidak sesuai dengan apa yang diharapkan. Pengelolaan SDM merupakan hal yang penting dalam mendukung kesuksesan kinerja suatu proyek. Dibuat suatu hipotesa bahwa peran PMO dapat meningkatkan efektivitas pengelolaan SDM yang dapat meningkatkan kinerja proyek. Kuesioner dilakukan kepada para manajer proyek di perusahaan jasa konstruksi di Indonesia, kemudian dianalisa dengan SmartPLS dilihat hubungan antara masing-masing variabel. Hasilnya adalah faktor-faktor dominan dalam pengelolaan SDM yang mempengaruhi kinerja proyek, tetapi sebaliknya penerapan fungsi PMO tidak nunjukkan pengaruh yang signifikan terhadap kinerja proyek.

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Indonesian construction sector is one of four main business sectors are growing rapidly in Indonesia. But, there is a phenomena where the project performance of construction projects isn`t satisfied. HRM is one of the important thing to support and impact to the project performance. Hypothesis was developed about PMO role to improve the HRM effectiveness to support project performance. Questioner was distributed to the Project Managers in construction companies then was analyzed using smartPLS to see the relationship among variables. The result shows the dominant factors in HRM which affect project performance significantly but the implementation of PMO role hasn`t a significant influence in project performance."