Risk Management Planning of FTTH Huawei-XL Telecommunication Network Project in PT Maju Jaya Teknologi

• Main Author: AFIFAH, KHAIRUNNISA
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/43192
• Institution: Institut Teknologi Bandung

PT Maju Jaya Teknologi (Majatek) is a company engaged in telecommunications network infrastructure. PT Majatek is currently in the process of cooperation on a project with Huawei. One of the requirements from Huawei is the availability of risk management document. The existing risk management documents are not regularly updated. Risk identification in risk management also only covers certain processes that are considered important. The success of the project itself shows failure such as schedule setbacks. To solve this problem, risk management was carried out for one of the Majatek projects, the Huawei-XL FTTH telecommunications network project. Risk management in this study followed the stages of risk management in the Project Management Book of Knowledge (PMBoK). Risk management started with a risk management plan consisting of data collection, the formulation of a Work Breakdown Structure (WBS) and Risk Breakdown Structure (RBS). Risk identification was done by the HAZOP method and interviews. Furthermore, a qualitative analysis was carried out by conducting interviews and a quantitative analysis was carried out using the Monte Carlo simulation method and sensitivity analysis. The final stage was planning response for each priority risk in accordance with the PMBoK strategy. Risk identification in the project resulted 51 negative risks. From the results of qualitative analysis, it was found 7 priority risks. The results of quantitative analysis for one of the risks, the schedule setbacks, show that the likelihood of the project is completed according to the normal duration, which is 50 days, is 55%. Risk response strategies for this risk are improve planning for HR, materials, tools, costs targets, and schedules. Sensitivity analysis showed that the sequence of activities with the greatest sensitivity to completion time was project work, material purchases, project handover, and project planning.