Project Management
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Project Management
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Project Planning Project Planning – a statement of work that written description of the goal setting, defining the project, and team organization. Elements of Project Planning: • Defines project objectives • Identify activities • Establish precedence relationships • Make time estimates • Determine project completion time • Compare project schedule objectives • Determine resources requirements to meet objectives 3
Project Organization • Project Organization – an organization formed to ensure that project receive the proper management • Project Manager – project heading that coordinates activities with other departments and reports directly to top management with reasonability: • To finish all activities in proper sequence and on time • The project comes in within budget • The project meets its quality goals • Assign and motivate the project members
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Project Organization Chart
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Dasar Pertimbangan • • • • •
Besarnya nilai proyek Tingkat teknologi dan kompleksitas proyek Luasnya area dan jangkauan proyek Macam dan jenis pekerjaan proyek Besar dan banyak ragamnya sumber daya yang harus dikelola • Kebutuhan dan selera manajer proyek/perusahaan
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Tipe kerja karyawan Tipe Kerja
Karakteristik Tipikal
Sifat-sifat Positif
Kelemahan yg diperkenankan
Manusia Ide
Individualis, serius, tidak ortodoks
Jenius, imajinatif, intelek, pengetahuan
Pengalaman, cenderung mengabaikan detail atau protokoler
Penyelidik Sumber Daya
Ekstrovert, antusias, selalu ingin tahu, komunikatif
Cakap menghubungi orang dan menyelidiki segala sesuatu yg baru
Besar kemungkinan akan kehilangan minat begitu daya tarik yg pertama telah lewat
Penilaipemantau
Tenang, tidak emosional, bijaksana
Pertimbangan, bijaksana, realistis
Kurang inspirasi atau kemampuan utk memotivasi 7
Pegawai perusahaan
Konservatif, patuh, dpt diramalkan
Mampu mengorganisasi, akal sehat, praktis, kerja keras, disiplin
Kurang fleksibel, tidak menanggapi ide-ide yg belum terbukti
Tukang membereskan masalah
Sungguhsungguh, tertib, teliti, mudah cemas
Mampu menindaklanjuti, perfeksionis
Cenderung mencemaskan halhal kecil. Enggan untuk ‘melepaskan’
Pembangun kelompok
Mampu menanggapi Berorientasi orang & situasi, sosial, agak lemah, sensitif membangkitkan
Tidak tegas pada saat-saat kritis
Pembentuk
Mendorong dan siap Berperasaan menghadapi kelambanan halus, ramah tamah,dinamis
Mudah kena provokasi, tersinggung & tidak sabaran
Ketua
Kalem, percaya diri, terkendali
semangat kelompok
Mampu memperlakukan & menyambut semua penyumbang yg potensial tanpa prasangka, rasa keadilan kuat
Biasa-biasa saja dalam hal intelek atau mampu berkreasi
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Project Scheduling • Project Scheduling involves sequencing and allocating time to all project activities • At this stage, managers decide how long each activity will take and compute how many people and material will be needed at each stage of production • Gantt Chart is one popular project scheduling approach 9
Gantt Chart atau Bar Chart • Henry L. Gantt (awal abad 19) • Melukiskan kemajuan proyek • Masing-masing garis menunjukkan awal sampai akhir waktu penyelesaian suatu pekerjaan dari serangkaian pekerjaan yang ada di suatu proyek
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Gantt Charts • Gantt Charts – planning charts used to schedule resources and allocate time
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Hannum Curve atau “S” Curve • Jendral Waren Hannum (AS) • Pengarahan penilaian atas progress pekerjaan
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Project Controlling • Project Controlling – involves close monitoring of resources, cost, quality and budgets • Control also means using a feedback loop to revise the project plan and having the ability to shift resources to where they are needed 13
PERT AND CPM • PERT (Program Evaluation and Review Technique) – a PM technique that employs three time estimates for each activity • CPM (Critical Path Method) – a PM technique that uses only one time factor per activity • There is a minor differences between PERT and CPM so both of them have been effectively merged 14 into a single technique referred as
The Framework of PERT/CPM 1. Define the project and prepare the work breakdown structure 2. Develop the relationship among activities and decide which activities must preceded and which must follow others 3. Draw the network connecting all of the activities 4. Assign time and/or cost estimates to each activity 5. Compute the longest time path through the network. This is called the critical path 6. Use the network to help plan, schedule, 15
Network Diagrams and Approaches • Network Diagram - Diagram of project activities that shows the sequential relationships by the use arrows and nodes • Activity-on-Node – a network diagram in which nodes designate activities • Activity-on-Arrow – a network diagram in which arrows designate activities
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Network Diagrams and Approaches • Dummy Activities – an activity having no time that inserted into the network to maintain the logic of the network • Path - A sequence of activities that leads from the starting node to finishing node • Critical Path - The longest path • Slack - The difference between the 17 lengths of the critical path
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General Hospital Acvt
Description
Preds
A B C D
Build internal components Modify roof and floor Construct collection stack Pour concentrate and install frame Build high-temperature burner Install Pollution control system
A A,B
E F
C C19
Activity-on-Node for General Hospital
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Activity-on-Arrow • Earliest Start (ES) - the earliest time activity can start, assuming all preceding activity start as early as possible • Earliest Finish (EF) the earliest time the activity can finish. EF = ES + t • Last Start (LS) - the latest time the activity can start and not delay the project. LS = LF - t • Last Finish (LF) - the last time the activity
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General Hospital Acvt
Description
Preds Time
A
Build internal components
-
2
B
Modify roof and floor
-
3
C
Construct collection stack
A
2
D
Pour concentrate and install frame
A,B
4
E
Build high-temperature burner
C
4
F
Install Pollution control system
C
3
G
Install air pollution device
D,E
5
H
Inspect and test
F,G
Total Time (weeks)
2
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25
Activity-on-Arrow for General Hospital
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Activity-on-Arrow for General Hospital
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Calculating Slack Time and Identifying Critical Path Act
ES
EF
LS
LF
LS-ES
CP
A
0
2
0
2
0
CP
B
0
3
1
4
1
NCP
C
2
4
2
4
0
CP
D
3
7
4
8
1
NCP
E
4
8
4
8
0
CP
F
4
7
10
13
6
NCP
G
8
13
8
13
0
CP
H
13
15
13
15
0
CP
Slack = LS – ES or Slack = LF-EF
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Activity-on-Arrow for General Hospital
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Probabilistic Time Estimates • Optimistic time (a) - the length of time required under optimum condition • Pessimistic time (b) - the length of time that will be required under the worst condition • Most likely time (m) - the most probable of time that will required • Expected time (te) - time estimates that are fairly certain. • te = (a + 4m + b)/6
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Crashing • Crashing - Shortening activity duration on critical path to speed up the project • Cost-Time Trade-Off of Crashing • decreasing the indirect cost: facilities and equipment cost, supervision and personnel cost • increasing direct expenses 29
Procedure for crashing • Obtain estimates of normal time (Nt) and crash time (Ct), as well as normal cost (Nc) and crash cost (Cc) • compute incremental cost (Ic) IC = (Cc-Nc)/(Nt-Ct) • • • •
Cc = Crash Cost Nc = Normal Cost Nt = Normal Time Ct = Crash Time
• determine the lengths of critical path • determine total cost • modified crash program
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Crash and Normal Time Costs for Activity B
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Critical Path and Slack Time for General Hospital
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