Hasil Pencarian  ::  Simpan CSV :: Kembali

"Great managers are experts at getting bottom-line results, but often do not understand their role in the success or failure of their organization's projects. They balk at the arcane terminology and are unaware of how to use valuable project management techniques and tools-a knowledge gap that can be a serious career barrier! Functional managers with even basic project management (PM) knowledge are the best people for keeping projects business-focused. This new book demystifies the jargon and processes, encouraging managers to jump into the PM arena and arming them with strategies for increasing the business value created by their company's projects. Readers will discover: advice for switching gears from passive bystander to active owner of projects; insights into four critical PM skills, including business analysis techniques, work breakdown structures, program sequencing techniques, and risk management methods; step-by-step guidelines, case studies, and illustrations for mastering these skills. "Project Management for Non-Project Managers" provides easy-to-read, in-a-nutshell explanations of all the PM basics that managers need to achieve project success."

"You have more to do and less time to accomplish your key tasks. Sound familiar? This issue is an overview of project management and describes both formal and informal processes of project management that you can adapt to your own situation. The Infoline provides step-by-step guidance using a four-phase project plan and describes the managers role in planning and execution. Useful sidebars include a sample work breakdown structure, tracking techniques, estimating and tracking costs and a project management glossary."

"Penelitian ini bertujuan untuk mengevaluasi proses cascading dan alignment Key Performance Indicators (KPI) di PT XYZ, sebuah perusahaan yang menerapkan konsep Balanced Scorecard (BSC) untuk mendukung pencapaian tujuan strategisnya. Penelitian ini menggunakan pendekatan deskriptif dengan analisis dokumen, wawancara, dan strategy maps untuk mengevaluasi keselarasan KPI di berbagai level organisasi, mulai dari level Korporat, Direksi, hingga unit bisnis, seperti PSO Wilayah Barat, Strategi & Kebijakan SDM, dan Portofolio Bisnis. Hasil penelitian menunjukkan bahwa sebagian besar KPI telah di-cascade dengan baik, mencerminkan hubungan sebab-akibat yang jelas antara sasaran strategis di level korporat dan implementasi operasional di unit bisnis. Beberapa KPI, seperti % Pemenuhan Supply Agreement Pupuk Subsidi dan % Transformasi SDM, berhasil menunjukkan keselarasan penuh (fully cascade) tanpa modifikasi, sedangkan KPI seperti % Alignment Pengelolaan HCM menunjukkan kontribusi signifikan terhadap transformasi strategis SDM di perusahaan. Namun, terdapat beberapa kendala, terutama pada unit Portofolio Bisnis, di mana ditemukan ketidaksesuaian KPI dengan tupoksi unit, yang mencerminkan kurangnya pemahaman terhadap proses cascading. Penelitian ini menyimpulkan bahwa cascading dan alignment KPI di PT XYZ telah mendukung pencapaian tujuan strategis perusahaan secara efektif, meskipun masih diperlukan peningkatan dalam memahami cascading, memperkuat koordinasi antar unit, dan memastikan relevansi KPI dengan tupoksi unit. Penelitian ini merekomendasikan peningkatan monitoring berbasis teknologi dan penguatan kapabilitas tim dalam memahami hubungan antara KPI strategis dan operasional untuk mendukung pencapaian visi jangka panjang perusahaan.

---

This study aims to evaluate the cascading and alignment processes of Key Performance Indicators (KPIs) at PT XYZ, a company implementing the Balanced Scorecard (BSC) concept to support its strategic objectives. Using a descriptive approach, the research incorporates document analysis, interviews, and strategy maps to assess KPI alignment across organizational levels, including Corporate, Board of Directors, and business units such as the Western Region PSO, Human Resource Strategy & Policy, and Business Portfolio. The findings indicate that most KPIs have been effectively cascaded, demonstrating clear cause-and-effect relationships between corporate-level strategic goals and operational implementation in business units. Certain KPIs, such as the percentage of Fulfillment of Subsidized Fertilizer Supply Agreements and HR Transformation Percentage, exhibit full alignment (fully cascaded) without modifications. Meanwhile, KPIs such as the Percentage of HCM Management Alignment significantly contribute to the strategic transformation of HR within the company. However, challenges remain, particularly in the Business Portfolio unit, where KPI misalignment with the unit's core responsibilities reflects a lack of understanding of the cascading process. The study concludes that KPI cascading and alignment at PT XYZ have effectively supported the achievement of the company's strategic goals, though improvements are necessary in understanding cascading, enhancing coordination among units, and ensuring KPI relevance to unit responsibilities. The study recommends the adoption of technology-based monitoring enhancements and strengthening team capabilities to better comprehend the relationship between strategic and operational KPIs, thereby supporting the company's long-term vision."

"Seeing a project through to completion involves not just technical knowledge--of tools like Work Breakdown Schedule, Gantt Charts, and Network Analysis--but also human skills, such as the ability to communicate, negotiate, listen, and lead. After all, it's people who do most of the work on projects, and "people problems" can derail even the most meticulously planned project. Practical and user-friendly, A Survival Guide for Project Managers covers both the technical side and the human side."

"Summary:Designed primarily for students on MBA and executive education courses, this practical text uses a 'pentathlon' framework for discussing key issues. The authors provide pragmatic tools for the effective management of innovation and develop strategies for improving performance in both service and manufacturing companies."

"Even the most well-thought-out initiatives fail without true employee ownership, accountability, and engagement. Yet most managers don't have a clear system for ensuring the support they need from those around them. This title helps readers improve their strategic processes by enlisting the support of managers, boards, suppliers, and investors."