The Proposed Improvement to Achieve Maturity from Low Impact Program Management Office – Case: PT Angkasa Pura II

: Many Big companies realize the importance of PMO. The word “P” in the PMO can stands as Project, Program or Portfolio, it depends on a company needs. project is establishment of structured process in order to generate particular outputs, program is compilation of several projects while portfolio is compilation of several programs (Tjahjana et al., 2009a). For Angkasa Pura II PMO stands for Program Management, the centralized program management office to take on responsibilities for program related functions and program-related activities.


D. The Benefit of PMO (Tjahjana et al., 2009b)(Kwak & Dai, 2000)
The benefit of PMO is vary in a company, several effective PMO may achieve 70-80% of stated benefit but most of them only get 50% even lower because many companies do not have clear understanding of the role of PMO itself while to make PMO work sufficient the company need to understand the role of PMO itself. To create a strong PMO the first thing a company needs to do is to have obvious understanding of PMO. PMO in an organization can act as central organizer, facilitate accurate communication among stakeholders, giving high level monitoring guarantee, and solve the bottle necking in project. PMO also have the benefit of providing consistent assistance on the projects.

E. The Objectives of PMO (PMI, 2017)
PMBOK has clearly state the transforming one company could achieve through program. A project or program should have transition company from current position to future better position. With the objectives of project and program as part of transformation the existence of PMO is to ensure the transition happened as targeted. The main purpose of PMO existence in company is to support organization's strategies in achieving its vision and mission, within company plan and PMO plan should be fit one another.

F. PMO Maturity Level
The evolution of Project Management in one organization typically lags behind any other capabilities within the company. A company only paid attention to PMO when there are critical condition that need PMO (Crawford, 2015, p. 3). This condition often make Project Management system in the company are not In place to support the need to practicing PM. With this condition the value of maturity assessment is needed. PMO Maturity level is a tool used to deal with the challenge faced by PMO. When organization now their position for example a company in the level 2 of maturity, what is the most important things to know and what specific action should be taken to moved forward and be better. With PMO Maturity level organization has a vision and is moving to improve the capability of Project Management with exactly targeted efforts. Improving project management is like taking small step not giant leap. To reach the level 5 sometimes not needed because company will having more significant benefit from repeatable process level (Crawford, 2015). Level-1 initial process: There are Recognition that project management process be found in the company, but no established practices and standard, individual project managers not held specific accountability by any process standards. Level-2 Structured process and standards: Many projects management process found in the company, but not considered as organizational standards, documentation exist in basic process, management support the implementation of project management, but no consistent understanding, involvement & organizational mandate to comply to all the projects. Level-3 Organizational standards and institutional process: All Project Management process are in place and establish organizational standards, the process involved client and internal customers as active and intact members, almost all project uses the process with no exception. process and standards have been institutionalized by management. The process needs to be able to tailored to project characteristic, process cannot be applied equally to all projects considering different characteristic Level-4 Manage Process: Project are managed with consideration as how they performed in the pass and what is expected in the future, management used efficiency and effectiveness metric to make decisions regarding projects and understand how the decision can affect others projects. Project information being integrated with other company information to give better information to management in making decision. Process is in place and being used actively to improve project management activities. To improved PM process, standards, and documentation, Level-5: Lesson learned are regularly examined and used. Organization focuses not only on managing project effectively but also on continuous improvement.

A. Methodology
The research methodology is qualitative research where "the data collected particularly in the researcher's setting, data analysis develop inductively from specific general terms and the researcher create interpretation of the significance of the data" (Cresswell & Cresswell, 2018, p. 43). Data use in this research include primary and secondary data. For analysing the qualitative data author used coding method which combining the in vivo and descriptive coding in order to achieve the goals of the research as mention in the book by J. Saldana titled The Coding Manual for qualitative research " If needed, you can promote new or hybrid coding methods or adapt existing schemes, modified to suit the peculiar needs and disciplinary concerns of your research " (Saldana, 2016, p. 75) In vivo coding use as the main method in this research where author take key words from what stated by interview respondent, "code in qualitative research is the majority a short words, or short phrase or suggestive attribute to one portion of language stand or visual sign" (Saldana, 2016, p. 4). Some keywords from in vivo coding being process to make sure it gets clearer meaning. The coding method only applied for primary data and literature review, secondary data use in this research only as strengthened factors for coding result.

B. Data Collection
Primary data collection in this research are get through depth interview method with selected respondent from internal Angkasa Pura II. Respondent are chosen based on strategic management process which are planningimplementationevaluation

C. Respondent profiling
The respondent is chosen based on their interaction with PMO operation in order to get full view and completed information on how those people that represent function which close relation to PMO opinion and view on PMO. "the though behind qualitative research is purposely select participants or sites that will best help the researcher understand the problem and research question" (Cresswell & Cresswell, 2018, p. 297 the position in the company (VP, AVP, Program Controller), The age distribution (20-30, 30-40, and 40-50), Working experience (10-15 years, 16-20 years, 20-above years) and the structure (CEO Office, Division Office and Branch office). With these selection criteria author anticipates to get full view of PMO supply chain information.

D. Expertise Interview
Expert Interview is held to strengthening the output interview analysis it is the part of data analysis and triangulation process. The purpose of expertise interview is to strengthen the factors and criteria explain and mention by respondent and to get better analysis result. The reason on choosing CEO Angkasa Pura Sarana Digital to give expert opinion is based on his experience in research, business, projects and even academics.

E. Interview Questions
Interview question consist of six main question that aim to answer the research question and objectives at the end of data analysis.
Consist of the criteria of high impact PMO, the most important criteria, PMO current position, things need to be improved, and PMO positioning in the company.

Figure 2. Data Interpretation & analysis steps
Data interpretation and analysis steps: 1. Interview are put into recording to ensure all information are used and as interview evident. The interview recording then transfer into transcript; 2. Interview transcript are direct language of participants which being used (Saldana, 2016, p. 71) or word by word conveyed by respondent which transfer into the text. In transcript the statement of interview is used without any modification on the statement; 3. In-vivo and description coding are used to analyse the transcript. Code in qualitative research is most frequently a word or short phrase that symbolically stipulate a summative, prominent, essence-capturing, and/or powerful attribute for a portion of language based or visual data (Saldana, 2016, p. 4 Mind map is a diagram for reflecting, task words, concepts, or items related to and organized around a central construct or point using a non-linear graphical layout that allows the user to develop an intuitive framework around a central structure (mindmapping.com). The 43 codes from in-vivo coding put as sub-sub categories and used as central construction where descriptive codes sourced from PMBOK framework organized around the in-vivo coding to develop mind mapping.

A. Preliminary PMO Maturity Assessment
The self-assessment of PMO in APII goals is to have baseline level as starting point for APII to move forward to targeted level of maturity. The assessment delivered using components maturity in ten area of Project Management Knowledge and the result checked based on coding, mind mapping, root analysis, internal document and tacit knowledge.

B. Conclusion & Summary 1) Conclusion
Based on the discussion and analysis of the interview result, literature review, expertise opinion and secondary internal data, the author has concluded several points to answer research question:(1) The existing PM Maturity Level in Angkasa Pura II is level two. (2) The criteria needed by AP II to improve PM Maturity are: Strong role in project integration, enabling value creation, giving strategic recommendation to management, involvement in planning phase, become the source of organization knowledge management, strong communication skills, executing orchestrator and project consultant role in the company, become the bottle necking solution, creating good cross function coordination, the team mas must have strong technical knowledge in project management, strong leadership skills and possessed the culture of high learning.

2) Recommendation
Form overall analysis in this research there are four recommendations for APII: (1) To set target indicator based on the criteria as mention in conclusion. The criteria will be used as guidance for PMO to move forward and achieve level 3 PMO Maturity level (2) To follow up this research result with self-assessment of PMO Maturity Level with level three as the target (3) To accelerate achievement of level three maturity level, AP II should initiate PMO Champion Program as the part of Change Management Plan to ensure full participation and awareness of AP II employees (4) Develop implementation roadmap to achieve the maximum target of PM Maturity Level (level 5).