Pilgan: 25 soal × 2 poin = 50 pts
Esai: Q26 (20) + Q27 (20) + Q28 (10) = 50 pts
Lulus ≥ 70 / 100
Tidak Lulus < 70
Perbandingan Nilai
Total Skor per Peserta
Diurutkan dari nilai tertinggi · Garis kuning = batas lulus 70
Batas lulus: 70
Kartu Peserta
#1
Aurelio
✓ Lulus
Pilgan (50)46
Esai (50)41
Total87/100
#1
Jerry
✓ Lulus
Pilgan (50)42
Esai (50)45
Total87/100
#3
Rifai
✓ Lulus
Pilgan (50)48
Esai (50)37
Total85/100
#4
Faisal
✓ Lulus
Pilgan (50)44
Esai (50)39
Total83/100
#5
Ridwan
✓ Lulus
Pilgan (50)46
Esai (50)30
Total76/100
#5
Christian
✓ Lulus
Pilgan (50)44
Esai (50)32
Total76/100
#7
Ical
✗ Tidak Lulus
Pilgan (50)44
Esai (50)10
Total54/100
Detail Jawaban Pilgan (Q1–Q25)
✓ Benar · ✗ Salah
| No | Topik | Kunci Jawaban | Rifai | Ridwan | Faisal | Ical | Christian | Aurelio | Jerry |
|---|---|---|---|---|---|---|---|---|---|
| Q1 | Domain PMP terbesar | Process | ✓ | ✓ | ✗ | ✗ | ✓ | ✓ | ✓ |
| Q2 | Servant leadership | Melayani tim & hapus hambatan | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q3 | Gaya kepemimpinan situasional | Situational leadership | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q4 | Tuckman urutan | Forming→Storming→Norming→Performing→Adjourning | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✗ |
| Q5 | Mode konflik penting | Collaborate | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q6 | Laporan status mingguan | Email / presentasi status | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q7 | Target posisi sponsor | Champion | ✓ | ✗ | ✓ | ✓ | ✗ | ✓ | ✓ |
| Q8 | Dokumen otorisasi proyek | Project Charter | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q9 | Komponen wajib charter | Approval sponsor | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q10 | Config & test di WBS | Instalasi & Konfigurasi | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q11 | Permintaan di luar scope | Scope creep | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✗ |
| Q12 | Karakteristik jalur kritis | Float nol | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q13 | Deteksi dini budget | Punya breakdown kerja (SOW) | ✓ | ✓ | ✓ | ✓ | ✓ | ✗ | ✓ |
| Q14 | Cara control project | Plan→Track→Act→Scope dijaga | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q15 | Respons perubahan desain | Transfer (CR ke klien) | ✓ | ✗ | ✗ | ✗ | ✓ | ✗ | ✓ |
| Q16 | Kontrak risiko besar vendor | Fixed Price | ✗ | ✓ | ✗ | ✗ | ✓ | ✓ | ✗ |
| Q17 | Product Backlog Scrum | Product Owner | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q18 | Daily standup durasi | 15 menit | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q19 | Model proyek ISP | Hybrid | ✓ | ✓ | ✓ | ✓ | ✗ | ✓ | ✓ |
| Q20 | Indikator nilai bisnis | ROI / revenue / cost saving | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q21 | Lifecycle sales ISP | Leads→Prospecting→Proposal→Negosiasi→Kickoff→UAT | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q22 | BANT: A | Authority | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Q23 | KPI lead-to-contract | Sales Cycle Time | ✓ | ✓ | ✓ | ✓ | ✗ | ✓ | ✓ |
| Q24 | Target provisioning time | ≤ 14 hari kerja | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✗ |
| Q25 | Fokus proposal & presentasi | Proposal teknis + value proposition | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ | ✓ |
| Subtotal Pilgan | Max 50 pts | 48 | 46 | 44 | 44 | 44 | 46 | 42 | |
Nilai Esai (Q26–Q28)
| Soal | Topik | Max | Rifai | Ridwan | Faisal | Ical | Christian | Aurelio | Jerry |
|---|---|---|---|---|---|---|---|---|---|
| Q26 | Perbedaan 3 gaya kepemimpinan + contoh ISP | 20 | 15 | 11 | 14 | 10 | 17 | 15 | 18 |
| Q27 | Pengendalian scope, risiko, dan stakeholder | 20 | 14 | 12 | 18 | 0 | 10 | 17 | 19 |
| Q28 | Alasan hybrid lebih cocok untuk ISP | 10 | 8 | 7 | 7 | 0 | 5 | 9 | 8 |
| Subtotal Esai | Max 50 pts | 37 | 30 | 39 | 10 | 32 | 41 | 45 | |
| TOTAL AKHIR | Max 100 | 85 | 76 | 83 | 54 | 76 | 87 | 87 | |
| STATUS | ✓ Lulus | ✓ Lulus | ✓ Lulus | ✗ Gagal | ✓ Lulus | ✓ Lulus | ✓ Lulus | ||
Catatan Trainer
Soal yang perlu diperkuat
Dijawab salah oleh ≥ 3 peserta
Q1Domain PMP terbesar: Process (50%), bukan People
Q15Perubahan desain → Transfer via CR formal ke klien, bukan Avoid/Accept
Q16Risiko terbesar ke vendor = Fixed Price, bukan Cost Plus / T&M
Esai2 peserta tidak menjawab Q27–Q28 — perlu manajemen waktu saat ujian
⚠ Ical — Remedial Diperlukan
Pilgan cukup baik (44/50), namun Q27 dan Q28 tidak dijawab sehingga total hanya 54/100. Disarankan mengikuti sesi ulang dan menyelesaikan seluruh soal esai.