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All Journal Jurnal Teknik Sipil Dinasti International Journal of Digital Business Management International Journal Of Science, Technology & Management (IJSTM) Interdisciplinary Social Studies Journal of International Conference Proceedings International Journal for Disaster and Development Interface Jurnal Ekonomi, Teknologi dan Bisnis Journal of Project Management Research CSID Journal of Infrastructure Development
Leni Sagita Riantini, Leni Sagita
Departemen Teknik Sipil, Universitas Indonesia.
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Journal : journal of project management research

 1 
Identification of Activities in the Planning, Conduct, and Control Stages of The Procurement Process based on PMBOK 6th Edition (Case Study: PT X) Rizqika, Salsabilla; Riantini, Leni Sagita
Journal of Project Management Research Vol. 1 No. 2 (2025): Journal of Project Management Research
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i2.40

Abstract

The procurement of goods and services is a crucial stage before the commencement of construction, and any delays in the procurement process may significantly impact project implementation. PT X is a state-owned enterprise (SOE) in the construction sector, particularly in toll road construction. Based on data from repeated tenders over the past three years, it is evident that the phenomenon of retendering frequently occurs at PT X. This has led to several issues, with the most prominent being delays in contract execution. Therefore, the procurement process currently implemented at PT X needs to be reviewed. The Project Management Body of Knowledge (PMBOK) 6th edition approach is employed to assess whether there are discrepancies between the procurement activities carried out at PT X and those recommended by PMBOK 6th edition that could potentially lead to retendering. This study aims to identify the planning, conduct, and control stages of the procurement process using the PMBOK 6th edition framework. The research method used includes a literature study and questionnaire, which are analyzed qualitatively. The questionnaire was distributed to five experts, comprising academics and practitioners. Based on the data analysis, 16 procurement planning activities, 13 procurement conduct activities, and 12 procurement control activities were identified according to PMBOK 6th edition.
AVERYL Theory™: Why PMO Transformation Fails—and How Risk Becomes the Catalyst for Strategic Renewal Veronika, Alin; Latief, Ir. Yusuf; Riantini, Leni Sagita
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.78

Abstract

Project Management Offices (PMOs) have become a standard feature of contemporary organisations. Across industries—from infrastructure and construction to IT and the public sector—PMOs are expected to improve delivery discipline, strengthen governance, and translate strategy into execution. Yet despite their widespread adoption, PMO performance remains highly uneven. Many PMOs operate efficiently at an operational level but struggle to demonstrate sustained strategic value, while others undergo repeated restructuring without meaningful transformation.This white paper introduces AVERYL Theory™, a new conceptual lens for understanding why PMO transformation efforts often fail—and how they can succeed. Rather than viewing PMO development as a linear progression of maturity stages, AVERYL Theory reframes PMO transformation as a risk-activated organisational process shaped by internal capabilities, governance tensions, and strategic pressures.At the core of AVERYL Theory lies a counterintuitive insight: risk does not primarily weaken PMO performance; it activates transformation. When risk exposure exceeds organisational tolerance, it exposes structural misalignment and forces change. Transformation is therefore driven not by best practices or benchmarking alone, but by how organisations interpret and respond to risk signals embedded within their PMO systems.Written for executives, PMO leaders, and transformation sponsors, this white paper moves beyond tools, templates, and maturity models. It explains why traditional PMO transformation approaches fall short, how risk functions as a catalyst rather than a threat, and how PMO transformation can be reimagined as a mechanism for strategic renewal.AVERYL Theory™ offers not a single PMO design, but a system-level way of thinking that connects capability, risk, transformation, and performance.
PMO Dual-Track Mechanism: From Delivery Execution to Strategic Value Creation Veronika, Alin; Latief, Yusuf; Riantini, Leni Sagita
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.80

Abstract

Project Management Offices (PMOs) have become a central organisational function for managing projects, programmes, and portfolios. Despite widespread adoption, many PMOs continue to struggle in demonstrating sustained value and strategic relevance. This white paper introduces the PMO Dual-Track Mechanism, a novel, empirically grounded model that explains how PMO performance is generated through two distinct yet interconnected pathways: Execution Track — focused on operational delivery excellence Value Track — focused on strategic alignment and value creation These two tracks are not independent. They are integrated through a critical mediating mechanism: PMO Transformation, which enables the transition from operational efficiency to strategic contribution. The model demonstrates that: Operational capabilities drive direct performance outcomes Strategic capabilities drive indirect performance outcomes through transformation PMO effectiveness emerges from the balance and interaction of both tracks This mechanism provides a new lens for understanding PMO performance, repositioning PMOs from administrative entities to adaptive governance systems and strategic value enablers.
Identification of Critical Activities and Associated Risks in Microtunnelling Construction Projects Karisma, Aditiya Putra; Riantini, Leni Sagita; Ichsan, Mohammad
Journal of Project Management Research Vol. 2 No. 1 (2026): Journal of Project Management Research
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v2i1.84

Abstract

Project X is forecasted to experience delays primarily due to discrepancies between tender assumptions and actual site conditions. This study aims to identify critical activities in microtunnelling construction projects and their associated risk factors. The findings are expected to provide a reference framework for effective schedule monitoring and evaluation in microtunnelling projects in Indonesia. Archival and historical data, including construction schedules and Work Breakdown Structure (WBS) documents of method statements, were collected to identify critical activities. Questionnaires and interviews were conducted with at least three experts to determine the risk factors contributing to the criticality of these activities. The results indicate that critical activities in microtunnelling projects can be categorized by work type, including permitting, preparation, shaft, pipe jacking, manhole, diversion chamber, reinstatement, administrative, and testing and commissioning works. Furthermore, various risk factors were identified across these activities, including administrative risks, external condition risks, geological risks, technical risks, country-related risks at the construction location, and safety risks related to human factors.
A Systematic Review of Change Control in Construction Projects: Causes, Impacts, and Challenges Apriani, Widya; Latief, Yusuf; Riantini, Leni Sagita
Journal of Project Management Research Vol. 2 No. 1 (2026): Journal of Project Management Research
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v2i1.82

Abstract

Construction projects experience frequent changes that significantly impact time performance. Existing change control systems remain fragmented and lack integration with digital technologies. Throughout the construction project lifecycle, dynamically occurring changes require structured and easily accessible information through the implementation of effective Change Management practices. Change control becomes a crucial element in project management to minimize delays, cost overruns, and conflicts. This study aims to identify critical gaps in current change control practices and propose on change management in construction projects, focusing on the comparison of best practice approaches, industry strategies, as well as opportunities for the development of new methods. Method: A systematic literature review (SLR) was conducted using the PRISMA approach. A total of 790 articles were initially identified, and 121 relevant studies were selected after screening. The findings indicate the existence of various change management systems, but there is no approach that comprehensively integrates knowledge, Work Breakdown Structure (WBS)-based change management, and Building Information Modeling (BIM) technology in one integrated framework. This research informs the development of an evolving change management system in construction project management. The contribution of this research is to provide new insights for academics and practitioners on the importance of technology integration and innovative strategies in construction project change management.
Co-Authors Aditama, Satya Alin Veronika, Alin Bambang Trigunarsyah, Bambang Dwianditya, I Bayu Ismeth Abidin, Ismeth Jariski, Muzamil Karisma, Aditiya Putra Latief, Ir. Yusuf Machfudiyanto, Rossy Armyn Marastuti, Putri Mohammad Ichsan, Mohammad Panggabean, J Burju Ferdinand Putritama, Dewini Rika Anggraini Rizqika, Salsabilla Setyawati, Rahayu Wisnu Isvara, Wisnu Yusuf Latief