DEVELOPING PROJECT MANAGEMENT OFFICE IN SBU OF INDUSTRIAL TURBINE SERVICES OF PT NUSANTARA TURBIN DAN PROPULSI

• Main Author: Yuliharyani, Sisca
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen & ilmu- ilmu bantu lainnya
• Online Access: https://digilib.itb.ac.id/gdl/view/45613
• Institution: Institut Teknologi Bandung

PT Nusantara Turbin dan Propulsi (NTP) is one of the companies in Indonesia engaged in industrial turbine Maintenance, Repair and Overhaul (MRO) services. NTP formerly named Universal Maintenance Center (UMC) was established in 1986 as a division of Industri Pesawat Terbang Nusantara (IPTN), which now has changed its name to PT Dirgantara Indonesia or Indonesian Aerospace. The industrial turbine is a turbine used for industry, for example, used for electrical generators, pumps, gas compressors, and others. Companies generally hand over MRO activities to third parties because the MRO industrial turbine business is a business that requires large capital and high skills. This causes the barrier to entry of this business is quite large so, only a small number of players are in this business. The industrial turbine MRO business, especially in Indonesia, is an attractive business because it has considerable market potential with relatively few competitors. NTP has a good reputation and it has been engaged in industrial MRO turbines for more than 20 years. But NTP has weaknesses in project management which causes NTP not be able to exploit the market potential on the MRO industrial turbine business so it had an impact on achieving a very small revenue target from the SBU of Industrial Turbine Services, which was only 43% of the target set by management. The industrial turbine MRO business is one of the main businesses of NTP in addition to the aero-engine MRO written on the NTP mission. In the long term NTP objectives it is clearly stated that the top management of NTP wants the business composition to be balanced between the aero-engine services and industrial turbine services. Although NTP is a subsidiary of PT Indonesian Aerospace, NTP continues to make the industrial MRO business the main business of NTP and is even encouraged to continue to grow at least on a par with aero engines MRO because the industrial turbine MRO business potential is still very large. Based on the results of the root cause analysis using the CRT, it is concluded that there are 3 root causes of the problems faced by the SBU of Industrial Turbine Services, namely no project management tools, lack of project management knowledge, lack of project management practice. The solution to be carried out by the SBU of Industrial Turbine Services to overcome the root causes is developing PMO project with reference to PMBOK 6th. This project will bring a change from the current state to the future state expected by the SBU of Industrial Turbine Services. Developing the integrated PMO project must be based on project management best practice and be built on 4 pillars, namely training, PM tool, SOP that equipped by the template, and PMO unit in the organization structure. Based on the analysis results, the training method used is classroom training. The project management tool used is Smartsheet. SOP & template used is the modification of existing SOP & template to fit the PMO organization that will be implemented. And the organizational structure of the PMO implemented is PMO Supportive type. The developing PMO in the SBU of Industrial Turbine Services project is conducted from July to November 2019 by employees of NTP with the assistance of professional consultants. The PMO implementation in many other companies has been proven to significantly increase the success of projects. PMO implementation supported by the improvement of SOPs & Templates and the use of project management tools is expected to increase the success of projects in the SBU of Industrial Turbine Services. SBU of Industrial Turbine Services employees who are appointed as change agents have a high enthusiasm to support the success of developing PMO projects in SBU of Industrial Turbine Services. PMBOK 6th is a project management practice reference that can be tailored according to the needs and the condition of the organization, in this case, is SBU of Industrial Turbine Service. After the implementation of this project, there are recommendations related to further research on PMO implementation. It is better to conduct research on the implementation of PMO that is the departmental or corporate level of PMO, not the PMO of an individual project. Because the benefit of PMO is maximizing in a program or portfolio level. Second, it is best to conduct multi-years research on the implementation of the PMO, from developing to its implementation for several years to see the impact and things that are done to achieve the targets set.