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"Proyek pengadaan jalan telah menjadi prioritas pemerintah sejak beberapa dasawarsa. Tetapi pelaksanaan proyek jalan masih menghadapi kendala yaitu tidak/kurang terpenuhinya batasan biaya, mutu, dan waktu. Penyelesaian proyek yang melampaui rencana waktu maupun rendahnya kualitas jalan yang ditandai oleh antara lain tidak tercapainya umur rencana, merupakan keadaan yang cukup sering terjadi. Kondisi ini lebih diperparah lagi dengan semakin berkurangnya kemampuan pemerintah seiring dengan krisis ekonomi yang berkepanjangan.DaIam konteks manajemen proyek, sesungguhnya terdapat beberapa faktor kritis yang sangat berperan dalam pencapaian proyek yang sukses. Faktor-faktor ini disebut Critical Success Factor (CSF) .Penelitian ini bertujuan mencari apa raja yang dapat dikategorikan sebagai CSF pada pelaksanaan proyek jalan di Indonesia. Pengetahuan akan CSF akan bermanfaat (I) dalam keterbatasan sumber daya, manajemen proyek mengetahui harus memberikan priontas pada faktor apa, dan (2) dapat melakukan evaluasi dan peramalan kinerja proyek serta mengetahui tindakan koreksi yang harus diambil.Sebagai responden adalah Konsultan Pengawas yang merupakan salah satu stakeholder. Analisa dilakukan dengan metode Analytical Hierarchy Process (AHP) yang memungkinkan semua jenis variabel baik terukur (tangible) maupun tak-terukur (intangible) dipakai dalam penelitian.Dari hasil analisa dapat disimpulkan bahwa CSF untuk pencapaian kriteria biaya sangat tergantung pada faktor-faktor internal Owner, pengaturan kontrak, dan faktor eksternal. Sementara kriteria mutu dan waktu sangat tergantung pada faktor pelaku, perencanaan, dan pengendalian. Dalam pencapaian proyek yang sukses, responden menilai bahwa bobot mutu adalah dua kali lebih penting dibandingkan bobot biaya dan waktu. Selanjutnya penelitian ini membuktikan bahwa pencapaian sukses suatu proyek adalah sangat tergantung dari banyak pihak sebagai pelaku proyek.

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Considering the strategic function of roads on regional development and economic growth, for several decades the government has given priority to the road development projects. Nevertheless, the implementation of road projects is still facing some constraints in terms of cost, quality, and time. Time extension is often required to complete a project, not to mention the low road quality which is shown by the actual life span of the road that is often much shorter than design life time. This condition is degenerated by lack capacity of the government due to the prolonged crisis in the country.

Within the context of project management, there are several critical factors which play significant role in successful projects. These factors are called Critical Success Factors (CSF).

The research is aimed at finding which factors can be categorized as CSF in implementation of road projects in Indonesia. Understanding of CSF is beneficial on (a) in limited resources, project management knows what factors must be prioritized (b) project evaluation and forecast of performance can be made and understanding of what corrective action should be taken.

Supervision Consultant, as one of the stakeholders, is taken as respondents for the research. An Analytical Hierarchy Process (AHP) method is adopted in analysis which enabling to use tangible as well as intangible variables.

The analysis results concluded that CSF to reach cost criteria depends on internal factors of Owner, contractual arrangements, as well as external factors. Quality and time criteria depend highly on the factors of project participants, planning, and controlling. The respondents, Supervision Consultant, concluded that in obtaining a successful project a weight on quality has should be doubled as compared of cost and time. Furthermore, the research has revealed that a successful project heavily depends on various project participants."

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"Alasan utama mengapa prakarsa manajemen mutu adalah akibat kurangnya fokus pada faktor-faktor sukses kritis (critical success factors) yang sangat penting untuk mencapai sasaran bisnis. Faktor sukses kritis ini merupakan hal pokok, dan proses kunci yang memberi dampak padanya harus merupakan fokus perhatian manajemen. Dimensi-dimensi penilaian yang diukur dalam kuesioner ini menggunakan konsep penilaian mutu yang dikembangkan oleh Malcolm Baldridge, tujuh dimensi mutu: kepemimpinan,informasi dan analisis, perencanaan strategis, pemanfaatan sumber daya manusia, jaminan mutu, hasil, dan kepuasan pelanggan.Analisis Differential Item Functioning (DIF) digunakan untuk perbedaan secara konsisten diantara respons item-item pada survei diantara pegawai dengan lokasi berbeda, pegawai kantor pusat dan pegawai kantor wilayah PT PN. Dalam proses deteksi Differentia/ Item Functioning (DIF) menggunakan BLDG-MG, terdapat 12 item (1-PL=1O item;2-PL=10 item; dengan 8 item berada pada kedua PL tersebut) yang mengandung bias dan memberikan petunjuk bagi manajemen adanya perbedaan respons penilaian manajemen mutu antara pegawai kantor pusat dan pegawai kantor wilayah. DIF pada 12 item tersebut dapat menjadi arahan untuk melakukan penetapan prioritas program dalam rangka meniadakan perbadaan tersebut yang mungkin muncul karena perbedaan sosialisasi, akurasi pemahaman pertanyaan atau proses belajar, meskipun responden yang dipilih memiliki kualifikasi yang sama."

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"Sistem Informasi pada saat ini sudah sangat di perlukan danmerupakan aset yang sangat penting pada suatu perusahaan untuk menjalankan roda bisnisnya dan dapat bertahan maupun memenangkan persaingan bisnisnya. Untuk menerapkan teknologi informasi dalam sebuah perusahaan diperlukan perencanaan strategis yang baik bagi perusahaan guna meningkatkan produktifitas serta menghasilkan benefit yang cukup besar bagi perusahaan tersebut, sehingga implementasinya dapat mendukung terhadap pencapaian tujuan yang sesuai dengan visi dan misi suatu perusahaan. Karya tulis ini merupakan studi kasus pada PT. Mahkota Aman Sentosa (Golden Crown), yaitu perusahaan swasta yang bergerak di bisnis entertainment. PT. MAS sendiri selain menjual produknya juga berfungsi memberikan pelayanan terhadap para customers.PT. MAS sendiri juga di tuntut untuk memberikan pelayanan yang maksimal kepada para tamunya. Oleh sebab itu di perlukan sistem informasi yang cukup handal guna tercapainya visi dan misi PT. MAS. Memang pada saat ini benefit perusahaan sudah dapat dikatakan lebih dari cukup, namun seiring dengan waktu serta kompetitor yang sudah cukup banyak yang bergerak di bidang yang sama seperti PT. MAS, maka PT. MAS harus mengantisipasi kemungkinan-kemungkinan yang ada. Untuk itu studi yang dilakukan menitik beratkan kepada pemaksimalan sumber daya manusia (SDM) serta peng upgrade an sistem yang ada. Diharapkan perencanaan strategis ini dapat menjadi acuan dalam memformulasikan penggunaan teknologi informasi secara maksimal. Dalam kajian ini penyusunan Perencanaan Strategis Sistem Informasi terhadap proses bisnis di ujicobakan pada organisasi PT. Mahkota Aman Sentosa dengan menggunakan metodologi Ward & Peppard. Dari hasil kajian diperoleh gambaran tentang kondisi sistem informasi yang ada saat ini. Trend perkembangan sistem informasi yang potensial untuk dimanfaatkan yang di dasari oleh visi dan misi sistem informasi organisasi, strategi SI (sistem informasi) yang mencakup portfolio aplikasi SI serta strategi pengembangan SI. Pada proses perencanaan strategi SI tersebut, penentuan strategi SI dan identifikasi SI didasarkan pada konfigurasi kajian perumusan organisasi yang diuraikan dalam tujuan dan CSF (critical success factor) setiap divisi di dalam organisasi tersebut.

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Nowadays, information technology (IT) system is urgently needed and very valuable for the company in order to run its business, maintain its endurance and win the competition. To implement a robust IT system within the company, a strategic plan should be properly conducted to improve the productivity and to gain significant benefits for the company itself. Therefore, the implementation of IT system is expected to align with the company?s vision and mission. This thesis is a case study for the company of PT. Mahkota Aman Sentosa (MAS), where its core business is entertainment.

PT. MAS is required to serve its customers an excellent service. Thus, they realize the significance of the robust IT system to align with their vision and mission and to anticipate any threat from their competitors. This case study emphasizes on the human resource (HR) along with the upgrade of the existing IT system within the company. This strategic plan is essential to maximize the formulation of IT system. In this assessment, the set up of Strategic Planning of Information System on the business process will be implemented on PT. MAS using the methodology of Ward & Peppard. This assessment shows the current condition of Information System. The trend to develop the information system on each organization should be aligned with the mission and vision of organization?s business that covers its application portfolio information system. Therefore, during the set up of Strategic Planning of Information System, we need to determine IS identification and strategy based on the organization?s configuration and address it using CSF (critical success factor) for each division within that organization."