IMPLEMENTATION PERFORMANCE EVALUATION OF INVESTMENT PROJECT LIFECYCLE MANAGEMENT GUIDELINES: A CASE STUDY AT PT CLEAN ENERGY INDONESIA

• Main Author: Maulana, Ardika
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/55669
• Institution: Institut Teknologi Bandung

Capital investment projects are intended to boost a company's portfolio and attain its' strategic objectives through strategic programs and initiatives that will later be delivered through individual projects. On the other hand, a common project lifecycle is defined as the series of phases that a project passes through from its start to its completion and provides the basic framework for managing the project. Traditionally, the project management metrics of time, cost, scope and quality have been the most important factors in defining the success of a project. But more recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of project objectives. Therefore, a company tends not to be interested as solely to have as many projects properly executed as possible, but also having the right projects selected and passing to the execution phase. As Indonesia enters the Energy Transition era, PT Clean Energy Indonesia's role in providing clean fossil energy as a bridging fuel brings a strong momentum to push capital investments in order to dominate the market. This qualitative research studies the issues the Company faced in achieving its' investment projects targets, and how it can improve its Project Lifecycle Guidelines. Qualitative research method is used since it is more suitable and efficient for extracting and gathering reliable information, insights and opinions from selected competent people through interviews due to the time limitations of the research. After mind mapping key quotes from interview results, the author explains some major findings taken from dominant factors and emerging constructs to be analyzed using this primary data to obtain the root causes of the problem and propose solutions to be implemented in future improvements of the Guidelines. Based on this research, some main root causes of project performance are project delays, demand drops, global economy, immature initiatives, decision maker management, poor financial feasibilities, cautious evaluations, iterative reviews and low risk appetites. Whereas some of the main proposed improvements are decision maker early involvement, flexible guideline implementation, clear decision criteria, process compliance monitoring and better communication channels.