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Aries F Firman
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Computer Science & IT Decision Sciences, Operations Research & Management

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Equality between project stakeholders: Reality or Myth? Firman, Aries F
Jurnal Manajemen Teknologi Vol 4, No 2 2005
Publisher : SBM ITB

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Traditional project management principles strongly emphasize the triple constraints: time, cost and quality. The new paradigm, however, includes people, who remain the focus of all activities. The aim of this paper is to examine the result of a current research in Indonesia where a standard International Construction Contract is applied in the infrastructure sector because it was financed by multilateral agencies. Project people from those stakeholders groups were interviewed to collect their perceptions about the value of time, quality and cost aside from the issues of international contruction contract and project leadership. Initially, Owners, Designers, and Contractors were targeted. Use of the theoretical sampling process determined the need to target a second set of respondents. A construtivist ontology, interpretive epistemology and qualitative methodology were adopted. In-depth interviews were held with twenty-seven respondents from the stakeholder groups. Initial findings emerged concept that were then presented to expert from the Owner, Industry and University. Using constructivist paradigm, two major emerging constructs appeared from the respondents. The findings lead to the suggestion that modifications are needed to enhance the existing triple constraints in project management: time, quality and cost. The model of P & LESS was derived from the respondents. This embeds the elements of People, namely Leadership, Ethic, and Social Status with the time, quality and cost schema of project management. With this new concept, people and their elements would be more taken into consideration by the project stakeholders in securing the project success. Preliminary findings have shown that there are significant in the literature as opposed to practices in the real world of project implementation. This paper challenges the quantitative, technical, outcome based approach as unitary in nature. It presents a different view or paradigm that adds, as a central focus, the ‘people’ connection to time, quality and cost. It suggests that the importance of various aspects of people should also be taken into serious consideration in the evolution of project management, not only as a technical tool but more importantly as a field of knowledge required to solve organizational problems. When operating in another culture, relational aspects become a central focus. Keywords: people, equality, project stakeholders
Integrated Project Management System to Improve Project Manajement Practice. Case: Inhouse Brownfield Project PT. Freeport Indonesia Concentrating Division Widyatmoko, Adi Nugroho; Firman, Aries F
The Indonesian Journal of Business Administration Vol 6, No 3 (2017)
Publisher : The Indonesian Journal of Business Administration

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Abstract - PT Freeport Indonesia (PTFI) is a contractor of the Government of Indonesia (GOI) and a Freeport-McMoran Copper & Gold Inc. (FCX) subsidiary which is operating in Papua, the most eastern province in Indonesia. PTFI concentrator plant which have been operated since 1973 can be categorized as an old plant. As an old plant, PTFI concentrator plant required a lot of brownfield project due to following issues: a lot of production equipment require to be replaced due to their parts no longer supplied by the manufacturer, corrosion severity which are caused by interaction between steel and copper concentrate, and unpredictable ore hardness level.  Therefore, a lot of re-engineered and brownfield project required in order to keep the plant operated as the design capacity. However, due to lack of project management system, PTFI also experienced frequent project delay and cost overrun due to various problem. As a company, PTFI also doesn’t have criteria in term of what are the successful project criteria which are applicable within PTFI brownfield project. Therefore PTFI require to develop successful project criteria according to PTFI condition, identify and mapping the problems which are causing frequent project delay and cost overrun. By developing the successful project criteria, the integrated project management system can be developed in order to achieve those criteria. Moreover, the integrated project management system also expected can solve the problems which are frequently causing project delay and cost overrun. Successful project criteria and root cause analysis are developed using mind mapping by interviewing various respondents from various sections which are frequently involved within PTFI Concentrating Division brownfield project. According to the qualitative research analysis, the successful project criteria which are suitable with PTFI condition are as follows: according to specification, on time, safety, on budget, free from defects and doing the right thing. While the root cause which are causing frequent project delay and cost overrun are as follows: lack of project management business process, lack of project management documentation system, lack of project approval system, lack of define scope and collect project requirements and lack of procurement management. In order to solve the root cause, this research propose to improving the existing project management process according to project management process which are described in PMBOK 5th edition including develop project charter during project initiation phase, stakeholder identification process, plan scope management, develop an installation drawing and field check during project planning phase and develop lesson learned for future reference within improved business process. the other recommendation within this research also develop an Engineering Change Notice system, implementation of Project Management Offices (PMOs) as project approval and project prioritization committee, and develop a material control team. However, due to limitation of manpower, each of proposed solutions required to be selected and prioritized. In order to prioritize them, Pareto analysis is used. Therefore according to Pareto analysis, in order to solve 80% of frequent project the solutions require to be implemented are Implementation of Project Management Office (PMO) as project approval, selection and prioritization committee and improving existing project management business process according to the PMBOK.Keywords: Brownfield Project, Project Management, Successful Project Criteria, Mind Mapping, Project Management Process, Engineering Change Notice, Project Management Offices (PMOs), Pareto Analysis
IT Project Management Practice at PT. Bank BRI Syariah Suhatman, Zaldy; Firman, Aries F
The Indonesian Journal of Business Administration Vol 3, No 6 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract— PT. Bank BRISyariah (BRIS)  has three pillars of strategic plans for the bank development, the first pillar is general business affairs to increase commercial performance, linkage, retail and the third party fund. The second pillar boosts business growth in micro business, consumer financing and office channeling optimization. As the foundation there are network, Core banking and IT Application, Human Resource and Culture, Operation, Risk Management. Core banking and IT Application must able to support three pillars of strategic plan, BRISyariah as growing company need Core banking development and IT Application Development conducted by IT Group is a fast, efficient and cost friendly. Currently an application development project carried out by using SDLC (System Development Life Cycle) method as contained in Circular Letter of Bank Indonesia, if only using this method are still many inefficiencies. There are, however, methods of PMI (Project Management Institute) that is based on the PMBOK (Project Management Book of Knowledge), which is the reference for project managers around the world. Then this final project aims to look at the factors of inefficiencies in the development process with the current method and process efficiency Core banking development and IT applications by combining methods of SDLC and PMBOK. These factors were obtained based on the results of interviews with some respondents who are in the IT group itself and also the respondent from another group that is often associated with process development and process development Core banking IT Applications.  Application of PMBOK combined with SDLC best practices so as to produce a solution that can reduce or eliminate inefficiencies. Best practice solutions to be built for 1 year starting with a preparatory phase for 6 months consisting of socialization to users, and then to IT Staff, Training and PMP certification to project manager and implementation Project Management application system. then proceed with the change management program for implementation and monitoring during the next 6 months. Important after the implementation phase is monitoring and feedback to ensure that best practice solution can make the development process core banking and IT applications become more efficient and effective Key words: Project management, Information Technology, SDLC, PMBOK.
Analysis of critical factors causing project close out delay at PT. Gas Mandiri Wiji Seno, Gunar; Firman, Aries F
The Indonesian Journal of Business Administration Vol 7, No 2 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract. Project close out in most cases was not really considered as important as executing, completing and delivering process to the end user of the intended facilities or services as objectives of the project, therefore many projects were experienced delay in this process. It is important for project practitioner and all stakeholders to understand overall project process, especially knowing the expected complete final deliverables, how to ensure and assure that it can be accomplished within stipulated project timeframe and therefore always “begins with the end in mind” is crucial. And in order all activities performed could beneficial, it is essential to always renew the intention only for the Almighty God. PT. Gas Mandiri (GM) is an energy company located in Middle East that primarily produces Liquefied Natural Gas (LNG). The company develops and operates offshore and onshore production facilities for extraction and processing products before it exported in addition of supplying domestic markets. The company developed and executed greenfield and brownfield projects to enhance and sustain production of the products. This thesis is focused on finding critical factors of project close out delay in the Operation Project Engineering Department. Compiling and analyzing secondary data and primary data using qualitative approach and referring to project management standard/guide and internal company process/procedure, it was found that four major project management knowledge area which are project human resources management, project integration management, project time management and project stakeholders management were critical factors contributing to delay of the project close out. Many process involved, lack of priority in planning, share/lack of resource, lack of competency/training, ineffective Contractor selection and doubtful of established timeframe measurement were the root cause of the delay. In the end of the thesis, based on cheese protective barrier model, the solutions and recommendations segregated/grouped and action plan defined to overcome and anticipate project close out delay issues in the PT. Gas Mandiri.Keywords: Project Management, Project Close Out, Close out Delay, Critical factors
Analysis of critical factors causing project close out delay at PT. Gas Mandiri Wandi Siagian, Andre; Firman, Aries F
The Indonesian Journal of Business Administration Vol 7, No 2 (2018)
Publisher : The Indonesian Journal of Business Administration

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Abstract: The Indonesian services sector has elevated in the last ten years. Urbanization growth and increasing consumer awareness about health and hygiene are factors expected to increase pest control service usage over the forecast period. This has driven to high demand for pest control services worlwide. Ahli Pest is one of the players in the industry is offering pest and termite control focusing on Jabodetabek market. The number of customer complaint and employee overtime rate is relatively high that indicates there are problems in operations division. The research is conducted through qualitative research by using interview to collect information from CEO and Operation Manager. The problems that occurs in the company will be analyzed by using Fishbone Diagram supported with root cause analysis in order to find the main problem. As result, there are three main problems that have to be solved immediately. They are high rate of employee overtime, high number of customers complaint, and high operating expenses. Those problems are related one to another. TQM is used to formulate proper operations strategy so it could be used to design policies by the company. In addition, Profit Plan Scenario is used so the company could set monthly sales target to fund operation expenses. Proper operations strategies are required in order to solve issues which are faced by the company in order to survive and grow in the competitive market. Ahli Pest needs to focus on creating policies, systems, and set sales target in order to survive and grow in the market. Keywords: Pest Control Services, Operations Strategy, Fishbone Diagram, TQM
Defining The Product Mix Based on Strategic Capacity Mapping In Woven Textile Manufacture Liong, Anna Carolina; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 2 (2012)
Publisher : The Indonesian Journal of Business Administration

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This work is aimed at optimizing the operational management bydeciding upon articles composition to be made on differentprocess flow and capacity within an industrial situation. Morespecifically: matching the quantity and arrangement of ordervariation to assign appropriate tasks to applicable productionunits.The problem arises due to various process flows and task timenecessary to produce different articles. Appropriate productcomposition is expected to minimize set up time, and increaseoverall machine utilization and efficiency. Similar issue have astrong importance in textile industries, eminently in filamentwoven textile manufacture in which the process load variesdynamically upon fabrics construction.To present the solution, an MRP model is constructed as apreliminary analysis on process and raw material requirementfor each order. The MRP model’s output will be mapped into acapacity map that is constructed based on real life machinescapacities and task times. Subsequently, product mixcombination is derived through application of linearprogramming simulation to minimize capacity waste.Keywords: textile, MRP, linear programming, productionplanning, strategic capacity mapping
Weighted Multi Criteria of Consultant and Contractor Selection at PT. JICT Dewi, Lulita Indra; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 2 (2012)
Publisher : The Indonesian Journal of Business Administration

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The study aims to improve the tender evaluation, particularly in selection criteria. The criteria and attributes were gathered from current procedures and other companies as a benchmark, and also selected some others from 40 attributes introduced by Ling which were suitable with the company’s condition being researched. Later on, a survey using a questionnaire was distributed to project owners and consultant’s employees as the respondents using the Likert scale method to assess the performance level of the vendors in delivering service and level of importance for each criterion and attribute. By using MAVT (multi-attribute value technique), the weights were calculated. Meanwhile, the bid proposal was rated with a standard ratings scale. A formula that showed the relation between the weights and rating was created. This formula proposed the total aggregate score for the technical evaluation. And by summarizing aggregate scores with the bid price score, the highest-scored bidder would be awarded. Another factor discovered in this research was the importance of leadership to manage the team and resources well during delivering a great service for the project owner. Keywords:    project management, criteria, attribute, weights, rating, aggregate score, and leadership.
An Evaluation On Critical Factors Oftime Performance: Engineering, Procurement And Construction At Senoro Project Febriana, Mega; Firman, Aries F
The Indonesian Journal of Business Administration Vol 3, No 6 (2014)
Publisher : The Indonesian Journal of Business Administration

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 Abstract— Sendev Project, operated by Joint Operating Body of Perta – Medgi (PERTACO), has purpose to deliver the gas to the buyer in December 2014. Delay is common in a project, and it is inevitable that it is also occurred in Sendev Project. The delay can be caused by internal and external factors. To overcome the delays, the contribution factors of the delay shall be evaluated first. This study focus on creating a map of the critical factors that give impact to the time or duration of Engineering, Procurement, and Construction (EPC) Sendev Project at Central Processing Plant (CPP) area. The data collection used in this research is the primary data obtained by interviewing five (5) key personnel from PERTACO and secondary data obtained from monthly and weekly reports and weekly of Sendev Project from January to June 2014. The critical factors based on literature were also evaluated toward the Sendev Project. As a result from the data analysis and literature, thirteen (13) factors were identified as critical factors which give impact to the time or duration of Sendev Project which are the manpower sufficiency and productivity, performance of sub-contractors, machine sufficiency, and Project Management Team (PMT) decision-making and authority, construction management strategy, engineering design change, material sufficiency, weather, social awareness, proper planning of the contract, good project implementation, effective risk allocation, and communication. The critical factors will be used as reference to develop the mitigation plan in order to minimize Sendev Project delay. Keywords: project, delay, critical factors, Project Management Team (PMT)
Vendor Held Stock (HVS) Implementation to Improve and Innovate Fuel Management System: Case Study at Prabumulih Field-Pertamina EP Sulaeman, Haridito Rachmat; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 5 (2012)
Publisher : The Indonesian Journal of Business Administration

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Management of fuel in PERTAMINA EP has not managed properly. The current system cannot guarantee the availability of fuel. Losses during storage and distribution exceed the allowable tolerance limits. Equipment, facilities, and infrastructure not meet existing standards as result in fuel consumption data at each location is not accurate. The above matter can lead to high operating costs and affect the company's image. For improvements things mentioned above, the first step is to conduct observation and data collection. The data was analyzed and identified what the potential problems. Potential problems are discussed for the problem solving expectations. After knowing the expectations of the solution designed a new concept of the fuel management system. One alternative designed concept is managing fuel by using a Vendor Held Stock system. After the comparison between the old fuel management concept with a new one, select a better concept fuel management and more profitable for the company. By applying good fuel management system, the problems faced in the management of fuel can be overcome Keywords: fuel management, fuel losses, the accuracy of usage, vendor held stock
Quality In A Property Development Project : A Case In Rusunami Kalibata City Bahar, Sabrina; Firman, Aries F
The Indonesian Journal of Business Administration Vol 1, No 3 (2012)
Publisher : The Indonesian Journal of Business Administration

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Rusunami of Kalibata Residence is one of 3 (three) residences group at Kalibata City Super Block area at Kalibata, South of Jakarta that is developed by AgungPodomoro Group as a respond to government program of 1000 tower Rusunami/Rusunawa in Indonesia. Consist of 7 towers that now already complete its construction, it has been lived in by tenants and now at operation management step. Rusunami as the name “ RumahSusunSederhanaHakMilik “ is property business as like apartment that have unique characteristic of business, because combination of product delivered and service quality with no direct repeat order activity. There are three main business, project management at development step, marketing at promotion and transaction step and property operation management as after sales service at normal operation. At the operation management step, the main objective of business is to ensure customer that staying at Kalibata Residence is satisfy for all of product and service delivered. It should cover all customer main needs and the promised thing at marketing promotion step. The main business issue also related to the main objective, it is unsatisfied respond from customer of product and service quality delivered. The cost of unsatisfied impact will be more expensive that cost of best service quality. Based on observation and research at the field, the source of unsatisfied customer come from quality of product and service accepted compare their expectation. There are some expectation the people to by and stay at Kalibata Residence as his need and concept of live, it is also be stronger by marketing promised from developer. Developer already delivered the room unit tenant /customer and make service quality program of daily operation management to comply the customer expectation and developer promised. So the main source can come from high expectation of customer and there are some quality problem the product and service delivered. As property operation management should respond this issue to achieve the business objective, increase customer satisfaction.The recommended solution is quality service improvement at all dimensions of service quality (tangible, responsiveness, reliability, performance and empathy) with priority based on the breakdown of unsatisfied customer respond and timing schedule.   Keywords: quality of property, service quality
Co-Authors Anna Carolina Liong Dermawan Wibisono Hanan Yulianto Haridito Rachmat Sulaeman Hendriana Mayang Sari, Hendriana Mayang Henny Wahyuni Jongmin Park, Jongmin Kukuh M Rahardjo Lulita Indra Dewi Mega Febriana, Mega Muhamad Wasid, Muhamad Oktavianus Oktavianus Prasti Sulanjari Sabrina Bahar Wandi Siagian, Andre Widyatmoko, Adi Nugroho Wiji Seno, Gunar Zaldy Suhatman, Zaldy