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8/16/2019 Case - Steve Jobs
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Business Case:Steve Jobs’ Project
Management Style
1. Pingkan Mayosi F. (15/387178/PEK/20728)
2. Reynaldo Krissanc a !. (15/38718"/PEK/2073" )3. Re#a Mark Man$si%a (15/387187/PEK/20737)
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Overview
Steve Jobs (1955 – 2011) adalahco-founder dari Apple, Inc
• Memili i penem!an "an# ter enal danter!s$mener!s
• Mamp! men#elola pro"e "an# inovati%("an# diantaran"a &!#a ban"a "an##a#al)
• 'i enal s! ses dalam men#elola bisnis,dan di enal dalam mela ! an pende atanshared vision project management style
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eve o s s ows e mpor ance o peop e s s!"plain Jobs’ way of motivating people #ore"ample$ %i% he try to get everyone to like him& 'i%he try to get everyone to get along with eachother&
• Jobs ter enal tida sabaran, pemarah, dan tan##!h• Jobs tida pernah mencoba men"at! an sem!a oran# terlebih !nt!
men"! ai si%at epemimpinann"a• Memberi an shared valued vision ter!tama dalam om!ni asi dan
a !ntabilitas
“My best contribution is notsettling for anything butreally good stu , in all thedetails. That‘s my job, tomake sure everything isgreat” - teve !obs-
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Cont`d..
• 'apat mene an seseoran# !nt! mela ! an ses!at! "an# impossible;diseb!t o nia seba#aiThe Distortion Field
• Bozo explosion:mana&er san#at bai dan sopan sehin##a pe#a*ai lainmerasa n"aman berada dise itarn"a dan men!r!n an esadaran !nt!memb!at prod! "an# semp!rna
“" don#t think " runroughshod over $eo$le,but if something sucks, "tell $eo$le to their face."t#s my job to be honest.” - teve !obs-
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(hy %i% Jobs’ approach to projectmanagement work so well for him&
• Jobs cender!n# berla ! eras terhadap setiap pro"e !nt! mendapat anhasil "an# semp!rna
• +ertinda realistis dan rencana pro"e "an# spesi%i (McInerne", 2011 Isaacson, 2012)-
.e#a*ai men&adi men#erti dan mamp! ber%i ir %!t!risti dan simpel,memotivasi !nt! berla ! dan men#er&a an pro"e lebih bai la#i
Apple, Inc men&adi per!sahaan "an# men#el!ar an prod! inovati%'ampa saham Apple t!mb!h dari 5 &!ta (2000) men&adi 51&!(2011)
• .e#a*ai men&adi men#erti dan mamp! ber%i ir %!t!risti dan simpel,memotivasi !nt! berla ! dan men#er&a an pro"e lebih bai la#i
• Apple, Inc men&adi per!sahaan "an# men#el!ar an prod! inovati%/ 'ampasaham Apple t!mb!h dari 5 &!ta (2000) men&adi 51&!ta (2011)
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(hat lessons can project managerslearn from Jobs&
• alter Isaacson dalam arti el 3+4 (2012) men"ata an ada beberapa !ncies! sesan pro"e Steve Jobs
$ o !s (Focus)
$ 6em!dahan (Simplify )
$ +ertan##!n# &a*ab hin##a a hir (take responsibility end to end- !eapfrogging
$ Men#e&ar esemp!rnaan"push for perfection
- Face to face engagement • 7er!s mencari esemp!rnaan dan ber%i ir dari perspe ti% berbeda (7hi
'i%%erent)• Ide a an lebih bai dalam e se !si melal!i a si olaborati%, dan memberi
timbal bali "an# bersi%at pro#resi%
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- Stay Hunger, Stay Foolish -• 'arton 8ro!p, 2012
• Memimpin !nt! mene an an hasil "an# semp!rna
$ Memberi an passion epada pe#a*ai !nt! mencipta an prod! inovati%
dan e"a inan bah*a mere a bisa mencapai apa "an# tampa m!stahil/$ Memberi an pemahaman pada pe#a*ai !nt! men#etah!i #ambaran besar
dan detail pro"e san#at pentin#, dan mela ! an e se !si eti a sel!r!hpe#a*ai memili i pemahaman "an# sama
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)esearch Steve Jobs’ management style fromreputable sources (hat %i% you learn abouthow people reacte% to Jobs’ style&
Isaacson dalam 3+4, 2012
• 'ebi oleman (Mac 7eam)
:# consider myself the absolute luckiest person in the $orld to have$orked $ith him/;
• 8!" 6a*asa i (Apple hie%
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Cont`d..
)anagement style seperti Jobs tida dapat dila ! an oleh sem!a o"alitas terhadap per!sahaan san#at erat mes ip!n den#an #a"aepemimpinan "an# eras dan anomali
• 4oberto ?er#anti (2011) dalam 3+4 men"ata an #a"a epemimpinanJobs memberi an proses dan apabilitas !nt! mencipta anmeaningand vision
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Create a checklist of e*ective projectmanagement practices
*hecklist !nt! mana&emen pro"e "an# e%e ti% dapat berisi ti#a hal pentin#
- +ealistic and detailed project plans
- ,imely feedback and understanding
- +egular project status revie$ Memb!at pen#elolaan dalam bent! cost estimations( resposibility matrix(
antt *hart 6ontrol pro"e terdiri dari @ hal "an# har!s dipelihara
$ Scope, !alit", sched!le, dan costMemb!at post project evaluation"an# dapat men#! !r- 6ep!asan hasil pro"e-
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Guideline for Managing Project London( !"!#
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