A PROPOSAL FOR PROJECT MANAGEMENT OF PROJECT Y PT. X USING DIAMOND APPROACH

• Main Author: ADHAYANTI (NIM: 29106395), RATNA
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/12534
• Institution: Institut Teknologi Bandung

PT. X is an information and communication company in Indonesian. To increase their quality of service, PT X needs to be supported by a reliable information technology/ information system, so they can make an agile maneuver. To achieve their objective, Program Z had come with Project Y as a part of the program.<p>Project Y replaces E system which was used to manage revenue of PT.X before. On 2007 team Project Y Office W has executed pilot project Y. Office W considers to reevaluate pilot project Y by external side. That is what was become reason on the assignment of this final project. To guarantee the success of the project, they also need an alternative project management that is suitable with the characteristics of Y project.<p>The result of evaluation shows that most of the problems came from legacy system and user requirement that need an intensive functional test. Diamond approach is an adaptive project management that focuses on managing a project based on the type of project that is mapped from the diamond. Diamond shaped from four dimensions such as novelty, technology, complexity and pace. From the result of analysis, Project Y is an internal and strategic project that is had a characteristic as breakthrough, hightech, system, and fast/competitive. It has rather big shape that is means not only had greater risk failure (R= 2.35) but also had greater opportunity. It needs at least twice design cycle and time to freeze on the mid point after feedback to guarantee user requirement. Management style that need on Project Y is formal on schedule but flexible on design process. Team members must be qualified and had good technical skill. To adopt the approach, it doesn't need to add a team member. It just need quite lower cost that related to additional activity. Manager and team member must be measured not only by triple constraints but also greater responsibility for a widely business result. Top Management needs to involve manager and team project from the beginning.