The Keys behind the Project Succees

Most people think that project succeed is only because of the project manager. However, there are lot elements that can be the keys to make the project meets the objectives. Before I analyze more, my friend told me that based on her experience, the project can succeed if there are good team members, trust, good leadership, honest and good plan. Then, based on my project experiences and my observations, what she said is quite similar.

1. Project Manager

S/he is a key of project. As a leader, a project manager I think has to be expert. Though a project manager has not to have technical skills but in my opinion, it could be better if the project manager understand at least major of tecnical skills. Because as project manager, if you have some knowledge, your team members will respect you more. You will find easier to assign the tasks to your team member, direct, support or facilitate them. At least, before you are appointed to be a project manager, you better study first about the project and what the skills and knowledge required on your project. My brother shared his experience in construction project, he is a team member and is only young engineer, so he has to be directed and supported by his supervisor. However, his supervisor though has lot experiences and quite senior, he does have enough skills, knowledge, experiences in construction project. His background is IT. Thus, because of his lack of knowledge and skill, my best brother often finds some issues related to his jobs, and he has to find the solution by himself because his supervisor cannot help him. Even sometime, my brother has to deal the problem with the client without any help of his supervisor.

So, based on this case, a project manager or supervisor at least has to have good knowledge and skills.

A project manager has to be trusted by her/his team members. That is why, first, s/he has to be good in skills and knowledge. No wonder, PMBOK stated that the best power of Project Manager is "expert". Because if you are an expert, your team members will trust you. To be trusted, you also need to be honest. Because the dishonest person will not be trusted by people. Moreover, a project manager also has to trust the team member. In my opinion, a project manager that believes in Theory X McGregor will face more conflict than a project manager who believes in Theory Y McGregor. Because people need to be trusted that they can perform their work and they are competence enough to finish their task. As PM, if you keep asking and directing the task to your team member though you know that they are still in progressing their work and actually it is still under control, people a.k.a your team member will get bored or annoyed and reluctant and sometimes in the worst case they will leave their job and find another job. Sometimes being a X PM will be useful if you are directing young people that lack of experience, skills and knowledge. Because you have to be firm and supportive to them. However, if your team members have lot experience, skills and knowledge, you cannot do the same. You have to trust your team member, just asking them the progress occasionally not too often. You better create a RAM (responsibility assignment matrix) for them, trust them and monitor them.

Back to the power of being an expert, actualy you do not have to be a 100% expert, if you are appointed to handle a project that you are inexperienced in that particular project for instance, you have to manage the event, and you are never experiencing in handling the event, you can do brainstorming to other project manager that succeed in managing the event, you can ask her/him what are success factors and failure factors. If you are willing to learn and get some feedbacks and you can succeed.

A project manager has to be a taugh person. S/he knows what have to be done and how to do it. As project manager, you have to assign the task to your team members. If you do not know the detailed scope of work and the characteristics/skills of your team work, how can you assign them to the task. I have an experience as team member that my project manager actualy is inexperience in managing that kind of project. She did not know what have to be done to meet the project objectives, and she cannot be firm to her team member. That is why at the beginning until the middle of the project, one of team member was in charge in the project. This team member controlled the project and made a decision instead of the project manager. Whilst the project manager, because of her lack of firm leadership, lack of experience in this kind of project, cannot control the whole project. She only controlled in some parts that in my opinion were not the critical parts. The worst part, every regular meeting, the project manager did not lead the meeting, but the project team led the meeting. The project manager kept busy typing on her laptop, created minutes of meeting, emailed the project stakeholders instead of leading the meeting and discussing the key points or project status. The problems of her that she did not review and discussed the project status together with the meeting attendants. She also did not create first the meeting agenda, so the 4 hours meeting did not perform well. If we discussed only the important things and focused on our agenda instead of being busy working alone with own laptop, the meeting would not take too long and more than 4 hours.

Thus, based on some cases, in order to manage project successfully: a project manager needs to have some knowledge or skills related to the project. A project manager has to be honest and trusted by team members. A project manager has to be a firm leader and be organized.

2. Team Member

All the points of the project manager as mentioned above has to be supported by a solid team member. A good project manager may not succeed in managing project if s/he is not supported by her/his team member. But a not good project manager can succeed in completing the project with the solid team members' support.

As long as you have a solid and competence team member, your project will run smoothly. I acted as a Project Manager last year for two days international workshop. I only had 3 team members who really supported me to host the event. We handled starting from the marketing and communication through speakers, participants and sponsors without using any event organizer. We also managed by ourselves the venue, catering, seminar kit, etc. We only need additional people on the D day to help us to be LOs. The event ran successfully, the participants satisfied, there was no any major problem occurred, the speakers satisfied and both speakers and participants right after the event asked us to host another workshop within 3 months. Without the support of my limited team members, the event would not run successfully.

Another example of the role of team member, in this case I acted as team member. My project manager may be a good project manager in other type of project, but in project that I was involved, she is not too good. Because she is not a firm leader, she did not create RAM for her team member, thus, there was lot overlapping tasks, unorganized monitoring, and the team members have to have own initiative and to solve the problem by themselves. Actually, she was lucky that her team members had high responsible, were very competence in performing their tasks and supported the project, thus, the project succeeded. In external parties opinion, the project succeeded because of the role of project manager, but in internal parties, the project succeeded because the role of the whole team members. I strongly believe, if she did not have any support of her team members, for instance the team member resigns, the project would be chaos. So, the role of team members actually is bigger than project manager's role. As project manager, you have to select high responsible and high motivation team members to help you perform the works. Because without them, you will be nothing!

3. A good planning

To create a good planning means you have to be a competence project manager, also have good team members because initial team members will help you in planning the project. Some people quite underestimate the planning in particular in construction project. Most project manager in this industry only focus on schedule plan, cost plan and quality plan. As long as they have these three plans, they will start their project immediately. Though they do not have communication plan or risk management plan yet. That is why, many problems occur in executing process. It is not only because the construction projects are more complex than other projects, it might because in Indonesia, project management is not well implemented. Practitioners in construction project believe in best practice and learning by doing.

I have interviewed some friends who work in construction project. Some of them told me that major problems occurred because there is no good risk management plan. Though their PMO already planned the project risks including all risks identified, risks rank and risk responses, but there are lot new risks that are not identified in planning process, occur in executing process. The risk management plan is created by risk department, but, those persons who created the plan almost never visited the construction site, never updated the risk into risk register as well. Furthermore, most of the risk response plan cannot implement in field work, that was why the project manager and team member had to respond the risk by themselves and did not follow the respond plan as stated in PM plan. In Indonesia, many construction firms hire the project manager outside the organization. Thus, planning is created by engineering department with or without project manager involvement. For instance, project risk management plan is created by Risk Department, people in this department identify the risk, qualify the risks and plan the risk responses without any help from people who will be involved in the project at executing process. In the result, many variances happen in construction site, many new risks happen and many risk responses cannot implement, these all problems, my friends said to me, will increase cost and project delay. They often face penalties from owner because of a not good plan.

Other friend and also based on my experience, another problem related to planning is communication plan. Before starting the project, you better create first your communication line and communication method. How many meetings, how the team members member coordinate and communicate their tasks among stakeholders, etc. Without clear communication plan, conflicts and project reworks will occur often, because that will be lot miscommunication and misunderstanding among stakeholders. My brother also experienced it, as a quality control, he found out that lots misunderstanding and miscommunication among surveyors, laboratory, clients and engineers. He often had to rework the tasks and to rewrite project report due to these problems. Rework will lead to morale decrease, and unmotivated employee will not have good performance, in the end, if this case is not solved immediately will delay the project and increase the project cost.

In summarize, the three elements to make your project succeed are:
1. A firm, trust, honest and competence project manager that can be called Integrity and Competency.
2. A solid and high responsible team member
3. A good planning

Of course, there still are many keys behind the successful of the project. I write these three elements based on my own and my friends experiences. If you have any experiences related to project success, you can inform me so I can update my blog. Thank you for spending your time to read my blog and good luck with your project......

Project Management Plan

What is Project Management Plan???

In terms of project management in planning process, a Project Management plan is the most important document that needed to perform work. The project management plan is the sole outputs of develop project management plan in integration management. 

Project Management Plan is a formal and approved document that defines how the project is executed, monitored and controlled. It may be in a form of an executive summary or a detailed document, and it may compose one or more subsidiary management plans and other planning documents

Project plan is used to:

• Guide project execution
• Document project planning assumption
• Document project planning decision based on the selected alternatives
• Facilitate communication among stakeholders
• Define key management review 
• Provide a baseline for progress measurement and project control

The keys to understanding the project management plan:

1. The project management plan is formal. It is important to think of the project management plan as a formal, written piece of communication.
2. The project management plan is a single document. It is not 15 separate plans. One those separate documents are approved as the project plan, they become a single document.
3. The project management plan is approved. In other words, there is a point in time at which it officially becomes the project plan. Who approves it is going to differ based on the organizational structure and other factors, but typically it would be the project manager, the project sponsor, the functional managers who are providing resources for the project.  
4. The project management plan defines how the project is managed, executed, and controlled. This means that the document provides the guidance on how the bulk of the project will be conducted.
5. The project management plan may be summary or detailed. 

Components of Project Management Plan:

• Change Management Plan
• Configure Management Plan
• Scope Management Plan
• Time Management Plan
• Cost Management Plan
• Quality Management Plan
• Process Improved Plan
• Human Resources Plan
• Communication Management Plan
• Risk Management Plan
• Procurement Management Plan
• Requirements Management Plan
• Scope Baseline
• Cost Performance Baseline
• Schedule Baseline

 

HRM Article

Factors in Human Resources Management that Influence Construction Company’s Performance in Indonesia

A. Veronika, B. A. Firmansyah, Sugiarto
(Published in PMI Indonesia Chapter, EXCELLENTIA Project Management Newsletter, 6th Edition July, 2011)

Currently, construction sector begins to aware how important the human resources management in increasing corporate performance. On the contrary, companies are still experiencing any difficulties in managing and developing their human resources. For instance, lower rate of workers educational background; number of temporary workers are high due to fluctuation demand in construction; subjective and objective reasons cause low of workers participation, where subjective reasons are specific procedure in process, material and technology that limited the workers to make decisions, while objective reasons are sight of management that machine and procedures are more important than workers itself; finally, subcontractor system used in projects causes no one is willing to responsible for the training and people development (Tong and Smook 1996).

As one of the key factors in construction company, the failures in human resource management can cause disturbances of fulfilling the organization goal both in performance, profit and reliability of organization (Martoyo 2000). Recent condition shows that construction services in Indonesia still have weaknesses in some aspects, such as inefficient management, budget constraint, technology and limited number of skilled employees (Suraji 2003). Meanwhile, according to Dayatno (2003), weaknesses in some Indonesian national contractors recently were low equity, high interest rate, and also unskilled labor.

Furthermore, human resource problems would cause negative impacts on productivity, efficiency and national construction industry’s competitiveness. To reduce these problems, goals and strategies in national construction industry should include the improvement in technology ability, managerial skilled and professionalism of human resources (Mochtar 1994). In addition, productivity improvement would also raise value-added contents from products and services faster than its competitors (Jergeas et al 2000).

In order to manage human resources, contractors need to make an organization structure; motivate, lead and communicate to employees; manage group of workers; and also evaluate employees’ performance known as managerial function (Chung 1987). Strategic management in human resources can be used as one of key success for company to win the competition by integrate human resources and business strategies. Competency improvement, especially in human resources, is a main aspect to gain success. Moreover, human resources involvement in business strategic and implementation would raise efficiency in construction companies (Karami et al 2004).

Based on these current facts, in management of construction service business, either private or state contractor shall execute the analysis of company human resource management quality to increase its performance (Kaplan & Norton 1996). Whilst performance itself is an optimal result done by somebody or group or company (Mulyadi 2007) and needs to be evaluated during period of time to know how good it works comparing to organizational standard.

Current research about the influence of human resources management to Indonesian construction corporate that used the statistical analysis, found out the most influential variables towards the construction company’s performance consist of:

§ Quality and employee’s performance due to demotion, in which demotion implementation in company would influence to the improvement of company’s standard performance and drive employees to work better for not getting demotion. According to Simamora (1997), demotion was implemented because employees cannot perform well as required by the company’s standard. In addition, company’s standard would improve human resources management and performances.

§ In addition to demotion, another factor which influenced in construction’s performance improvement was goal and objectives based performance appraisal with its contribution as much as 38%. According to Sunarto (2001), performance evaluation’s objective was to give feedback to employees comparing their past and recent performances. Performance’s feedback was used thus employees can evaluate and improve their contribution to the company.

§ Third factor of human resource management was quality in operational problem solving. An employee who has skill to solve operational problem, will present value added to the company. Where in costumer perspective, the faster field troubles solved then the better corporate quality is. Moreover, in order to have the problem solving skill, the company can train their employee which can improve skill, knowledge and experience. Main programs of trainings teach how to complete responsibility and also solve problems both internal and externally (Simamora 1997).

From this research, it was also concluded that construction company’s performance can be improved by identifying factors of human resource management that influence performance improvement and also analyzing its influence. According to research, there were some factors of human resource management that had the biggest influence in company’s performance.

Quality and employee’s performance due to demotion toward construction company performance in Indonesia was the biggest contribution compared to other factors of human resource management. The quality of employees and their performance had significant effect of the company’s performance. The better quality and worker’s performance with demotion implementation could increase the employee performance which also affecting company’s performance.

Meanwhile other factors which gave high contribution to the performance improvement were employee performance appraisal and quality of company leader in solving operational problems. The better capability of company’s management in planning, instructing, leading, communicating and managing information to determine resources requirement would improve company’s performance.

REFERENCES

Chung, K. H. (1987). Critical success factors, Allyn and Bacon, Inc.

Dayatno, I. (2003). Kesiapan industri konstruksi nasional sumber daya manusia [Readiness of human resource in national construction industry]. Proceeding Seminar Nasional Peran Jasa Industri Konstruksi Era Otonomi Daerah dan AFTA/AFAS, Aryaduta Hotel, Jakarta, Fakultas Teknik Universitas Indonesia.

Fisher, Cynthia D., Lyle F. Schoenfeldt, & James B. Shaw (1993). Human resource management, 2th Ed, Houghton Mifflin Company.

Jaafari, A (2000). Construction Business Competitiveness and Global Benchmarking. Journal of Management in Engineering 16( 6): November/December.

Jergeas, G. F., M. S. Chishty, et al. (2000). "Construction productivity: a survey of industry practices." AACE International Transaction.

Kadin (2002). Industri jasa konstruksi di Indonesia [Construction industry in Indonesia]. Kompartemen Jasa Konstruksi, Konsultasi, Real Estate dan Teknologi Tinggi, Kadin Indonesia, Jakarta.

Kaplan, R. S. and D. Norton (1996). Balanced scorecard translating strategy into action. Harvard Business School Press.

Karami, A., Analoui, F & Cusworth, J. (2004). Strategic human resources management and resource-based approach: the evidence from the british manufacturing industry. Management Research News.

Martoyo (2000). Manajemen sumber daya manusia [Human resource management]. BPFE, Yogyakarta.

Mochtar, K (1994). Productivity improvement in the US and Indonesian construction industry. Chicago, USA, Illinois Instituye of technology.

Mulyadi (2001). Balance scorecard. Salemba Empat, Jakarta.

Ofori, G (1990). The construction industry – aspects of its economics and management. Singapore University Press - NUS, Singapore.

Royat, S (1994). The development strategy of construction industry in Indonesia. Pustra, Public Works Deparment, Jakarta.

Simamora, Henry (1997). Manajemen sumber daya manusia. Edisi ke 2, Penerbit STIE YKPN.

Sunarto, R & Sahedhy Noor SK (2001). Manajemen sumber daya manusia, BPFE-UST Yokayakarta dan Pena Persada.

Suraji, A. (2003). Peta Kesiapan Industri Jasa Konstruksi Menuju Liberalisasi Perdagangan Jasa Konstruksi [Readiness map of construction industry towards construction trade liberalization]. Proceedings Seminar Nasional Peran Jasa Industri Era Otonomi Daerah dan AFTA/AFAS, Aryaduta Hotel, Jakarta, Fakultas Teknik Universitas Indonesia.

Tong, Y. and R. A. F. Smook (1996). The human resource in construction management modernization. CIB W89 Beijing International Conferences.

Werther Jr, William B. & Keith Davis (1996). Human resources and personnel management, 5th Ed, New York.

Yates, J. K (1994). Construction Competition and Competitive Strategies. Journal of Management in Engineering, 10 (1).

Expert System dalam Manajemen Material

Buat yang butuh bahan penelitian mengenai tindakan koreksi, manajemen material dan expert system. Judulnya "REKOMENDASI TINDAKAN KOREKSI PADA MANAJEMEN MATERIAL DALAM PENGENDALIAN BIAYA PROYEK DENGAN MENGGUNAKAN EXPERT SYSTEM". Ini tesis saya waktu kuliah S2 di Universitas Indonesia, Kekhususan Manajemen Konstruksi, 2002 published-nya....

Abstrak

Dalam pengendalian biaya proyek sering terjadi penyimpangan biaya yang antara lain disebabkan oleh material, peralatan, tenaga kerja, subkontraktor, overhead, dan kondisi umum. Material merupakan komponen biaya utama dalam proyek konstruksi. Kurang baiknya manajemen material dapat mengakibatkan peningkatan biaya proyek.
Pengendalian biaya proyek terhadap terjadinya penyimpangan biaya yang disebabkan oleh kurang baiknya manajemen material, dapat dilakukan dengan tindakan koreksi terhadap penyebab-penyebab terjadinya penyimpangan biaya tersebut.
Berbagai teknik pengendalian biaya yang menerapkan berbagai software project management system saat ini banyak diciptakan untuk membantu pengelola proyek. Tetapi, sampai kini software tersebut belum memberikan solusi yang maksimal. Makalah ini membahas penggunaan expert system untuk mengendalikan biaya proyek dalam tahap pelaksanaan. Suatu sistem yang didisain sebagai alat bantu dalam pengambilan keputusan dengan merekomendasikan tindakan koreksi.

Mau full reportnya buat bahan penelitian?? download here. Tapi jangan lupa yah tolong isi guestbooknya gitu loooh.

Semoga bermanfaat buat penelitian teman-teman...

Manajemen Perusahaan

Penelitian ini berjudul "Pengaruh Kualitas Manajemen Perusahaan terhadap Peningkatan Kinerja Perusahaan Jasa Konstruksi di Indonesia". Disusun oleh Gatot Bentoro, Program Pascasarjana Bidang Ilmu Teknik, Program Studi Teknik Sipil, Kekhususan Manajemen Proyek, Universitas Indonesia, 2004.

Abstrak

Keuntungan perusahaan konstruksi tidak hanya diperoleh dari pengendalian terhadap total aset dan produksi peralatan saja, melainkan diperoleh dari kemampuan manajemen, sumber daya manusia, kemampuan teknik, penggunaan solusi yang inovatif, sistem infrastruktur, kemampuan untuk menanggapi segala keperluan yang kompleks, kemampuan untuk menerima dan mengelola risiko.

Jika faktor-faktor tersebut dapat dikelola dan diperhatikan dengan baik, maka besar kemungkinan perusahaan-perusahaan jasa konstruksi di Indonesia dapat mampu bersaing dengan perusahaan-perusahaan asing didalam dan diluar negeri.
Banyak masalah internal dihasilkan sendiri oleh perusahaan dan sebenarnya ada dalam kendali organisasi perusahaan. Masalah ini biasanya berhubungan dengan lemahnya manajemen perusahaan. Sehingga masalah manajemen adalah salah satu faktor terbesar dibalik banyaknya kegagalan perusahaan.

Penelitian ini bertujuan untuk mengidentifikasi dan menganalisa faktor-faktor dari manajemen perusahaan yang mempunyai pengaruh terhadap kinerja perusahaan jasa konstruksi. Dengan analisis statistik diketahui faktor dari manajemen perusahaan yang mempengaruhi kinerja perusahaan. Dengan analisis simulasi Monte Carlo diketahui batasan wilayah kesuksesan kinerja perusahaan jasa konstruksi.

Mau full reportnya buat bahan penelitian?? download here. Tapi jangan lupa yah tolong isi guestbooknya gitu loooh.

Semoga bermanfaat buat penelitian teman-teman...

Papers & Journal Collection

Guys, here are some papers that I and my colleague wrote and published in some international and local conference and journal. You can download by click the the link that I give to you. I hope that paper can be useful for your research and thesis. However, if you use this paper as your reference in your publication, such as: thesis, paper, dissertation, etc, you have to write the original publisher as I mention below)

Published in The Tenth East Asia-Pacific Conference on Structural Engineering and Construction (EASEC-10), Bangkok, (August 2006)

1. Corrective Action Recommendation for Project Cost Variance in Construction Material Management. download here
   
2. Risk Analysis in Feasibility Study of Building Construction Project: Case Study - PT. Perusahaan Gas Negara Indonesia. download here

Published in Jurnal Teknik Sipil ITB, Edisi Khusus Manajemen dan Rekayasa Konstruksi, (Juli 2005), 12 (3), 159-166.

1. Rekomendasi Tindakan Koreksi Terhadap Penyimpangan Biaya Pembelian Material Konstruksi. download here
2. Penentuan Faktor Risiko dalam Rekrutmen Tenaga Kerja yang Mempengaruhi Biaya Tenaga Kerja pada Proyek. download here
   

Published in The Fourth International Structural Engineering and Construction Conference (ISEC-4), Melbourne, Australia, (September 2007).

1. Identification of the Cause of External Factor Problems that Influence Construction Company's Performance in Indonesia. download here
2. Identification of The Factors in Corporate Management that Influence Construction Company’s Performance in Indonesia. download here
3. Determinant of Construction Company's Success Performance Indicators in Indonesia. download here
4. Identification of Corrective Action Recommendation for Labor Management in Project Cost Control. download here
5. Risk Ranking from The Factors in Feasibility Study of Building Construction in Indonesia. download here

Published in The First Indonesian Construction Industry Conference (ICIC-1), Jakarta, (November 2006).

1. Identifikasi Faktor-faktor Manajemen SDM yang Meningkatkan Kinerja Perusahaan Jasa Konstruksi. download here
2. Kinerja Perusahaan Jasa Konstruksi di Indonesia. download here
3. Rekomedasi Tindakan Koreksi Terhadap Pengendalian Proyek Pada Manajemen Tenaga Kerja dengan Bantuan Expert System. download here
4. Faktor-faktor yang Mempengaruhi Kelayakan Investasi Gedung. download here
5. Penanganan Risiko (Risk Response) Kecelakaan Kerja pada Bangunan Bertingkat di Jabodetabek. download here

Published in International Conference on Project Management 2008 - Kuala Lumpur, Malaysia.

1. Identification of the Cause of Market Forces Problems that Influence Construction Company's Sustainability Performance in Indonesia. download here (not available for temporary)
   
2. Financial Analysis in Electricity Infrastructure with Multiplier Effect. download here not available for temporary)
3. Analysis Problem that Reduce Performance of Indonesian Construction Company. download here not available for temporary)

Published in Seminar Quality in Research 5th, Departemen Teknik Sipil Universitas Indonesia, (August 2002).

1. Penerapan Expert System dalam Manajemen Material untuk Pengendalian Biaya Konstruksi. download here
2. Penentuan Peringkat Risiko (Risk Ranks) dari Faktor Lingkungan Kerja yang Mempengaruhi Biaya Tenaga Kerja pada Proyek Bangunan Bertingkat. download here
3. Rekomendasi Tindakan Koreksi Terhadap Pengendalian Biaya Proyek pada Manajemen Peralatan dengan Bantuan Expert System. download here

My Project Experiences

PROJECT COMPLETION
2003

1. Studi Kajian Biaya Langsung Personil (Remuneration Cost) dan Biaya Lansung Non Personil (Direct Reimbursable Cost) dalam Rangka Kegiatan Jasa Konsultansi, INKINDO
2. Studi Penyusunan Koefisien Indeks Harga Satuan Konstruksi per Provinsi Bidang Kimpraswil, Departemen PU
3. Studi Pengembangan Kawasan Golf dan Property Sawangan Kota Depok
4. Studi Penyusunan Knowlede-based Management System untuk Perusahaan Jasa Konstruksi di Indonesia (2003 - 2007), Findomuda Disaincipta

2004

1. Jasa Konsultan Project Management - Kerjasama Operasi (KSO) di PT. Perusahaan Gas Negara (Persero)
2. Studi Optimasi Pemanfaatan Aset Lahan Milik PT. PGN (Persero) di Bandung, Semarang, dan Ujung Pandang
3. Penyusunan Master Plan Pusat Bisnis Pancing Medan, Findomuda Disaincipta
4. Kajian Sistem Kebijakan Penatausahaan dan Pemeliharaan Prasarana Kerja Aparatur - Kementerian Aparatur Negara
5. Penyusunan Master Plan Diklat DKI Jakarta, Tata Bangunan DKI Jakarta
6. Pembuatan Knowledge Base Management System untuk Peningkatan Kehandalan Hankam-RI, Kementerian Riset dan Teknologi
7. Penyusunan Kriteria Prioritas Rehabilitasi Daerah Bencana, Kimpraswil Ditjen Sumber Daya Air
8. Penyusunan Revisi Rencana Tata Ruang Wilayah Kabupaten Belitung 2005-2009, Pemerintah Kabupaten Belitung

2005

1. Pemetaan Peluang Investasi Provinsi Riau 2005-2025, Pemerintah Provinsi Riau
2. Penyusunan Short List dalam Rangka Road Show Provinsi Riau 2005, Badan Promosi dan Investasi Provinsi Riau
3. Studi Kelayakan Ekonomi dan Manajemen Proyek Kredit Pedagang 27 Pasar PD Pasar Jaya, PD Pasar Jaya
4. Penyusunan Revisi RTRW Kabupaten Natuna (Tahap 1), Pemerintah Kabupaten Natuna
5. Studi Lanjutan Kajian Biaya Langsung Personil (Remuneration Cost) dan Biaya Lansung Non Personil (Direct Reimbursable Cost) dalam Rangka Kegiatan Jasa Konsultansi, INKINDO
6. Penyusunan Koefisien Indeks Harga Satuan Konstruksi Departemen PU
7. Studi Pemetaan Peluang Investasi di 4 Kabupaten Provinsi Sulawesi Barat dan Sulawesi Selatan (Sinjai, Pangkep, Polmas, Mamuju)

2006

1. Penyusunan Koefisien Indeks Harga Satuan Konstruksi Bidang Ke-PU-an Tahun 2007
2. Studi Kebijakan Penataan Angkutan Barang pada Sub Sektor Transportasi Darat (Phase II di KTI), Departemen Perhubungan
3. Studi Pengawasan dan Pengendalian Pedagang Kaki Lima di DKI Jakarta, Dinas Koperasi dan Usaha Kecil Menengah DKI Jakarta
4. Analisis Pemetaan Data Potensi KUKM Provinsi DKI Jakarta, Dinas Koperasi dan Usaha Kecil Menengah DKI Jakarta

2007

1. Penyusunan Tata Guna Lahan Kota Dumai, Pemerintah Kota Dumai
2. Kajian Kekuatan dan Daya Saing Industri Perposan Nasional dalam Era Kompetisi Global, Departemen Pos dan Telekomunikasi
3. Penyusunan Koefisien Indeks Harga Satuan Konstruksi Bidang Ke-PU-an Tahun 2008
4. Pekerjaan Perumusan Kebijakan Penyediaan Infrastruktur Sub Sektor Perhubungan Darat dengan Peran Swasta
5. Evaluasi Efektifitas Peningkatan Usaha Skala Kecil ke Usaha Menengah, Dinas Koperasi dan Usaha Kecil Menengah DKI Jakarta

2008

1. Studi Lanjutan Kajian Biaya Langsung Personil (Remuneration Cost) dan Biaya Lansung Non Personil (Direct Reimbursable Cost) dalam Rangka Kegiatan Jasa Konsultansi, INKINDO
2. Analisa Teori Antrian Kapal untuk Pengembangan Dermaga Baru. PT. Bukit Asam
3. Penggunaan Strategi Samudera Biru pada Pemasaran Rumah Sakit, RS. Mediros
4. Penyusunan Dokumen Perencana untuk Renovasi Kantor Pusat PT. Sang Hyang Seri Jakarta
5. Penyusunan Dokumen Perencana untuk Pembangunan Wisma Benih Sukamandi, PT. Sang Hyang Seri

ON GOING PROJECT - 2009

1. Monte carlo simulation for coal handling -- PT. Bukit Asam
2. Housing stakeholder development in decision making in housing division of regency/city goverment -- Housing Minister
3. Bank rank using CAMEL ration -- Private partner
4. Mixed-use concept development in developing of simple row house -- Housing Minister
5. Project Management Handbook -- Wika
6. Knowledge-based management system for business plan -- IAA