MEASUREMENT OF MATURITY LEVEL OF RISK MANAGEMENT PROJECT FACILITIES PROJECT A IN PT X BASED ON RISK MANAGEMENT CAPABILITY MODEL OF DEATH MODEL FOR COMPLEX PRODUCT SYSTEMS SYSTEMS (CoPS) PROJECT

• Main Author: KURNIA PUTRI, HUMAIRA
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/42793
• Institution: Institut Teknologi Bandung

Construction projects for oil and gas production facility development are inseparable from high risks such as delays and or escalation of costs because these projects are often categorized as projects that have large capital investment, involve many stakeholders, use of complex technology, and high environmental and social impacts. As a company that has a large enough risk exposure, PT X implements a project risk management process to minimize the risk. However, there is no guarantee that the risk management carried out goes according to plan. One way to find out how effective the implementation of risk management has been carried out by the project team can be done by measuring the level of maturity of project risk management. The measurement of project risk management maturity level carried out in this study refers to the Risk Management Capability Maturity Model (RMCMM) for Complex Product Systems Projects (CoPS) developed by Yeo & Ren (2009). This model measures the level of maturity based on ten key capability areas organized into three categories, namely organization, process and technology. Measurement of the level of maturity of project risk management is done by using a questionnaire distributed to thirteen respondents who have a stake in and understanding related to project risk management for the development of production facilities A at PT X. Responses are measured on a five-point Likert scale from 1 to 5, namely ad hoc (level 1), initial (level 2), defined (level 3), managed (level 4), and optimizing (level 5). The results of the assessment conducted in this study showed that the key capability area of the organization's culture gained a score of 3.78, a stakeholder coalition 3.74, leadership 4.02, organizational structure and support 4.11, risk identification 3.59, risk analysis 3.35, risk mitigation 3.4, integration and process improvement 3.35 , project management process 3.68, and technology 3.89. The acquisition of values for the ten KCAs does not show the same level. Therefore, overall the results of the measurement of the level of risk management maturity of project A are at level 3 (define). This level revealed that the project team had applied project risk management formally, such as using a qualitative approach but it had not been done in a comprehensive manner combined with a quantitative approach.. Given the magnitude of risk exposure often faced by PT X, the project team needs to improve its ability to manage risk by holding group learning, sharing, and training to enhance the company's ability to support and create a culture that is aware of the importance of the project risk management process. Design a project risk management policy that provides a framework that has been adapted to the characteristics of the project to develop a more comprehensive project risk management process capability. As well as implementing technology and conducting technology training to support project risk management processes that are even more sophisticated