PROJECT MANAGEMENT OFFICE EVALUATION IN PROJECT SERVICE DELIVERY UNIT AT PT TELEKOMUNIKASI INDONESIA TBK

• Main Author: Reksavagita, Dafry
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/46638
• Institution: Institut Teknologi Bandung

One of many segments managed in the telecommunications industry is the B2B market or corporate segment. To leverage the business output, a lot of companies implementing ICT, no wonder the worldwide ICT spending is growing from time to time in the B2B market. The growing of ICT spending also happens in Indonesia. That is why the B2B market for ICT in Indonesia is very prospective. There are many revenue opportunities to grab in every sector. The company that deals with B2B buyer will face challenges from other company that has the same interest to grab the opportunity. Why do B2B buyers buy products and services from B2B sellers? Two things that need to be considered by B2B sellers are performance review and seamless procurement processes, which related to service delivery. To ensure that the B2B project is delivered on time, on scope, on budget, and with the right quality, the project management approach is needed to be used. The role of PMO is crucial to ensure the successfulness of project delivery for the B2B market. PMO as a supporting partner for PM. PMO adds momentum, mitigate risk, implement best practice, and manage cost. PMO could serve as a bridge between layer, has project management process knowledge, and maintain project management maturity. PSD, as PMO for the B2B market in Telkom, has done many things to enhance its performance. Even so, the survey result from the customer shown there is still room for improvement. Focusing on PMO practice, this research conducted to evaluate PSD on three topics includes 1. PSD employee's opinions about the importance and the implementation assessment of the PMO function and PSD performance, 2. Functions of the PMO that can drive PSD performance, and 3. PSD employee's opinions about PSD SWOT. The Descriptive Statistics have shown that on average, PSD employees agree that PMO function and PMO performance is needed and has been implemented by PSD, pictured by the mean and standard deviation number. Using the Likert scale, the numbers 4 to 6 is representing agree, and numbers 1 to 3 is representing not-agree. The result, the mean number ranges from 5,2 to 5,6 for the “Importance” question with the standard deviation number is range from 0,4 to 0,6. For the “assessing” question, the mean number is range from 5,1 to 5,3 with standard deviation number is 0,5. Also, The Chi-Square Test was conducted, all twelve hypotheses tested by comparing Pearson Chi-Square and Chi-Square Table are resulting in the same analysis, Pearson Chi-Square < Chi-Square Table. There is no difference between PM and Non-PM in understanding and assessing PMO function and PMO performance in PSD. The Kendall and Spearman Correlation showed that PMO function implementation significantly related to the performance of PSD organisation, all five hypotheses tested by comparing Sig. (2-tailed) with a probability value is resulting in the same analysis, Kendall and Spearman Sig. (2-tailed) < 0,05. Also, The Multiple Regression was conducted, which resulted in the statement that not all PSD performance would be driven by PMO function, the PMO function variable can explain 60,9 % of PSD performance variations while other causes explain the rest (39,1%). Altogether, the PMO function would drive PSD performance because of the Sig. (0,00) It is much smaller than 0,05. The interview interpretation resulted in 21 dominant interview codes, that could be clustered into PSD SWOT. In summary, PSD strengths consist of 11 codes, PSD weaknesses consist of six codes, PSD opportunities consist of two codes, and PSD threats consist of two codes. This research proposed thirteen recommendation resulted based on SO, WO, ST, and WT strategy, to enhance PMO function in PSD. The recommendation is planned to be executed in 2020 by adding it to the existing PSD working plan.