PROJECT TIME MANAGEMENT

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Transcript presentasi:

PROJECT TIME MANAGEMENT Manajement Project 3

Perencanaan Proyek Figure 3.1 Before Start of project During project Timeline project

Penjadwalan Proyek Figure 3.1 Before Start of project During project Timeline project

Pengendalian Proyek Figure 3.1 Before Start of project During project Timeline project

Material availability details Estimasi waktu/biaya Anggaran Engineering diagrams Cash flow charts Material availability details Budgets Laporan aktivitas delay CPM/PERT Gantt charts Milestone charts Cash flow schedules Figure 3.1 Before Start of project During project Timeline project

Coming up – The Soft Skills Time Management Estimated Time is a function of Personality Time Management Matrix™ Tyranny of the Urgent! A New Paradigm for Time Effectiveness 1st, Efficiency 2nd

Gantt Chart Gantt Chart adalah visualisasi yang digunakan untuk menggambarkan jadwal dari pekerjaan atau proyek, dalam bentuk chart atau grafik Time J F M A M J J A S Design Prototype Test Revise Production

Task Name Te Task Number Duration LST LFT Post-it latest start time latest finish time

The Time Matrix I II III IV URGENT NOT URGENT IMPORTANT NOT IMPORTANT Crises Pressing problems Deadline-driven projects, meetings preparations Experience to the moment Preparation Prevention Values clarification Planning Relationship building Needed relaxation Empowerment IMPORTANT Needless interruptions Unnecessary reports Unimportant meetings phone calls, mail Other people’s issues Trivia, busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV NOT IMPORTANT III IV

Basic Change Model SEE DO GET Prioritize Schedule Efficient Busy Stressed Complete Schedule

Play “Fill the time jar”

Play “Fill the time jar”

Play “Fill the time jar”

Play “Fill the time jar”

Effectiveness & Efficiency Schedules Vision Objectives Methods

Hints & Tips Compass 1st – Clock 2nd Spend more time in Quadrant II Schedule Priorities not Prioritize Schedule Spend more time in Quadrant II Look after the Geese! Put your Big Rocks in First don’t move them

now the hard-skill ..

Teknik Manajemen Proyek: Gantt Chart PERT dan CPM Pendekatan Diagram Jaringan Activity-on-Node Activity-on-Arrow

Menentukan Jadwal Proyek Forward Pass Backward Pass Menghitung Waktu Jeda (Slack / Free Time) dan Mengidentifikasi Jalur kritis (Critical Paths)

Project Time Management PMBOK: Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control

Project Time Management 1. Activity definition identifying the specific activities that must be performed to produce the project deliverables 2. Activity Sequencing Identifying and documenting interactivity logical relationships

Project Time Management 3. Activity Duration Estimating what? Estimating the number of work periods which will be needed how? Expert judgment, Analogous estimating, Quantitatively based durations 4. Schedule Development Determines the start and finish dates for project activities Project Management Software

Project Time Management 5. Schedule Control This process influences factors that create schedule changes, determines that schedule changes have occurred and manages the changes in the project schedule

PERT dan CPM Teknik Jaringan atau Hubungan Aktivitas Dikembangkan pada Tahun 1950 CPM oleh DuPont untuk pabrik kimia (1957) PERT oleh Booz, Allen & Hamilton dari Angkatan Laut Amerika , untuk program misil (1958)

Enam Langkah PERT & CPM 1. Mendefinisikan proyek dan mempersiapkan struktur pekerjaan. 2. Menetapkan urutan pengerjaan dari aktivitas-aktivitas yang telah direncanakan, 3. Membuat suatu diagram jaringan (network diagram). 4. Memperkirakan waktu yang dibutuhkan untuk setiap aktivitas. 5. Menetapkan suatu jalur kritis (critical path). 6. Menggunakan jaringan untuk membantu perencanaan, penjadwalan pengawasan dan kontrol proyek.

Pendekatan Diagram Jaringan AON dan AOA Activity on Arti Activity on Node (AON) Aktivitas Arrow (AOA) A kemudian B, lalu C (a) A B C A dan B harus selesai bersamaan baru C bisa dimulai (b) A C B B dan C tidak bisa mulai sebelum A selesai (c) B A C Figure 3.5

Pendekatan Diagram Jaringan AON dan AOA Activity on Arti Activity on Node (AON) Aktivitas Arrow (AOA) C dan D tidak bisa dimulai sebelum A dan B selesai (d) A B C D C tidak bisa dimulai sebelum A dan B selesai; D tidak bisa mulai sebelum B selesai. A adalah dummy activity (e) C A B D Dummy activity Figure 3.5

Pendekatan Diagram Jaringan AON dan AOA Activity on Arti Activity on Node (AON) Aktivitas Arrow (AOA) B dan C tidak bisa dimulai sebelum A selesai. D tidak bisa dimulai B dan C selesai. A adalah dummy activity (f) A C D B Dummy activity Figure 3.5

Contoh AON Konstruksi Rumah Sakit Aktivitas Deskripsi Pendahulu langsung A Membangun Komponen Internal — B Memodifikasi atap C Membangun Tunpukan D Memasang rangka A, B E Membangun Alat pembakar F Memasang sistem kendali polusi G Memasang alat pencegah polusi D, E H Memeriksa kerangka bangunan F, G Table 3.1

AON Network rumah sakit Start B Aktivitas A (Membangun komponen internal Start Activity Aktivitas B (memodifikasi atap) Figure 3.6

AON Network rumah sakit Aktivitas A Mendahului Aktivitas C A Start B C D Aktivitas A dan B Mendahului Activity D Figure 3.7

AON Network rumah sakit G E F H C A Start D B Panah Menunjukkan Hubungan Aktivitas yang terdahulu ke aktivitas berikutnya Figure 3.8

AOA Network rumah sakit 1 3 2 (Modify Roof/Floor) B (Build Internal Components) A 5 D (Pour Concrete/ Install Frame) 4 C (Construct Stack) 6 (Install Controls) F (Build Burner) E (Install Pollution Device) G Dummy Activity H (Inspect/ Test) 7 Figure 3.9

Menetapkan Penjadwalan Proyek Analisis Jalur Kritis (Critical Path) Jalur Kritis adalah jalur terpanjang dari model diagram hubungan atau jaringan Jalur kritis adalah jalur dengan waktu terpendek dalam mengerjakan proyek Apabila ada penundaan pada jalur kritis maka akan menyebabkan proyek tertunda Jalur Kritis tidak mempunyai slack time (waktu jeda)

Menentukan Penjadwalan Proyek Pengertian Dasar Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25 Earliest start (ES) = waktu awal dimana aktivitas dapat dimulai, dengan mengasumsikan aktivitas yang terkait sebelumnya sudah selesai Earliest finish (EF) = waktu awal dimana aktivitas dapat selesai Latest start (LS) = waktu akhir atau paling lambat dimana aktivitas dapat dimulai Latest finish (LF) = lwaktu akhir atau paling lambat dimana aktivitas proyek harus selesai Table 3.2

Menentukan Penjadwalan Proyek Contoh Aktivitas Deskripsi Waktu (minggu) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Waktu (aktivitas) 25

Menentukan Penjadwalan Proyek Analisa Jalur Kritis (Critical Path) A Simbol atau Nama Aktivitas Earliest Start ES Earliest Finish EF Latest Start LS Latest Finish LF Durasi Aktivitas 2

Forward Pass Dimulai Pada Aktivitas Pertama dan Bergerak Maju Peraturan Earliest Start: Jika aktivitas hanya memiliki satu aktivitas perantara pendahulu maka ES = EF dari pendahulunya Jika aktivitas mempunyai banyak aktivitas perantara pendahulu maka yang dipergunakan adalah nilai maksimum EF pada kegiatan pendahulunya ES = Max {EF dari kegiatan pendahulu}

Forward Pass Dimulai Pada Aktivitas Pertama dan Bergerak Maju Peraturan Earliest Finish : EF (Earliest Finish) adalah penjumlahan aktivitas dari ES (Earliest Start) dan waktu aktivitas sum of its earliest start time (ES) and its activity time EF = ES + Waktu Aktivitas

ES/EF rumah sakit ES EF = ES + Activity time Start

ES/EF rumah sakit 2 EF A = ES A + 2 ES A A 2 Start

ES/EF rumah sakit Start A 2 3 EF B = ES B + 3 ES B B 3

ES/EF rumah sakit Start A 2 C 2 4 B 3

ES/EF rumah sakit Start A 2 C 2 4 D 4 3 7 B 3

ES/EF rumah sakit Start A 2 C 2 4 D 4 3 = Max (2, 3) 7 B 3

ES/EF rumah sakit A 2 C 2 4 E 4 F 3 G 5 H 2 8 13 15 7 D 4 3 7 B 3 Start A 2 C 2 4 E 4 F 3 G 5 H 2 8 13 15 7 D 4 3 7 B 3

Backward Pass Dimulai dari aktivitas terakhir dan berjalan mundur Peraturan Latest Finish : Jika aktivitas hanya mempunyai satu aktivitas pendahulu, maka LF sama dengan LS dari waktu aktivitas yang diikutinya Jika aktivitas pendahulunya lebih dari satu aktivitas maka dipilih nilai LF yang minimum dari keseluruhan nilai LS yang diikutinya LF = Min {LS dari keseluruhan aktivitas yang diikutinya}

Backward Pass Dimulai dari aktivitas terakhir dan berjalan mundur Peraturan Latest Start : Waktu LS (Latest Start) dari aktivitas adalah perbedaan dari LF (Latest Finish dan lamanya Waktu Aktivitas LS = LF – Waktu Aktivitas

LS/LF rumah sakit LS = LF – Activity time LF = EF of Project E 4 F 3 G 5 H 2 8 13 15 7 D C B Start A 13 LS = LF – Activity time LF = EF of Project 15

LF = Min(LS of following activity) LS/LF rumah sakit E 4 F 3 G 5 H 2 8 13 15 7 D C B Start A LF = Min(LS of following activity) 10 13

LS/LF rumah sakit LF = Min(4, 10) 4 2 E 4 F 3 G 5 H 2 8 13 15 7 10 D C B Start A

LS/LF rumah sakit E 4 F 3 G 5 H 2 8 13 15 7 10 D C B Start A 1

Menghitung Waktu Jeda (Slack Time) Setelah menghitung waktu ES, EF, LS, and LF untuk keseluruhan aktivitas, selanjutnya menghitung waktu jeda (slack / free time) dari masing-masing aktivitas. Waktu jeda adalah panjangnya waktu jeda yang dapat ditunda tanpa menunda keseluruhan proyek Slack = LS – ES or Slack = LF – EF

Critical Path for rumah sakit E 4 F 3 G 5 H 2 8 13 15 7 10 D C B Start A 1

Menghitung Waktu Jeda (Slack Time) Earliest Earliest Latest Latest Dalam Start Finish Start Finish Slack Jalur Aktivitas ES EF LS LF LS – ES Kritis A 0 2 0 2 0 Yes B 0 3 1 4 1 No C 2 4 2 4 0 Yes D 3 7 4 8 1 No E 4 8 4 8 0 Yes F 4 7 10 13 6 No G 8 13 8 13 0 Yes H 13 15 13 15 0 Yes

ES – EF Gantt Chart rumah sakit A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

LS – LF Gantt Chart rumah sakit A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Critical Path And Slack Times For rumah sakit 4 F 3 G 5 H 2 8 13 15 7 10 D C B Start A 1 Slack = 1 Slack = 0 Slack = 6

Variabilitas pada waktu kegiatan 3 Perkiraan waktu untuk setiap kegiatan Optimistic time (a) – ), waktu yang dibutuhkan oleh sebuah kegiatan jika semua hal berlangsung sesuai rencana Pessimistic time (b) – waktu yang dibutuhkan sebuah kegiatan dengan asumsi kondisi yang ada sangat tidak diharapkan Most likely time (m) – waktu yang dibutuhkan untuk menyelesaikan sebuah kegiatan yang paling realistis

Variabilitas pada waktu kegiatan Untuk menentukan waktu kegiatan yang diharapkan, t distribusi beta memberikan bobot perkiraan ketiga waktu sebagai berikut : t = (a + 4m +b) / 6 Untuk menghitung dispersi atau varians waktu penyelesaian kegiatan menggunakan rumus: Varians = [(b-a)/6)]2.

Computing Variance A 1 2 3 2 .11 B 2 3 4 3 .11 C 1 2 3 2 .11 Most Expected Optimistic Likely Pessimistic Time Variance Activity a m b t = (a + 4m + b)/6 [(b – a)/6]2 A 1 2 3 2 .11 B 2 3 4 3 .11 C 1 2 3 2 .11 D 2 4 6 4 .44 E 1 4 7 4 1.00 F 1 2 9 3 1.78 G 3 4 11 5 1.78 H 1 2 3 2 .11 Table 3.4

Probability of Project Completion Project variance is computed by summing the variances of critical activities s2 = Project variance = (variances of activities on critical path) p

Probability of Project Completion Project variance is computed by summing the variances of critical activities Project variance s2 = .11 + .11 + 1.00 + 1.78 + .11 = 3.11 Project standard deviation sp = Project variance = 3.11 = 1.76 weeks p

Kelebihan PERT/CPM Sangat berguna terutama dalam menjadwalkan dan mengendalikan proyek besar Konsep yang lugas atau secara langsung (straightforward) dan tidak memerlukan perhitungan matematis yang rumit Jaringan grafis membantu melihat hubungan antar kegiatan proyek secara tepat Analisis jalur kritis dan waktu slack membantu menunjukkan kegiatan yang perlu diperhatikan lebih dekat Dokumentasi proyek dan gambar menunjukkan siapa yang bertanggung jawab untuk kegiatan yang beragam Dapat diterapkan untuk proyek yang bervariasi Berguna dalam mengawasi jadwal dan biaya

Keterbatasan PERT/CPM Kegiatan proyek harus ditentukan secara jelas, dan hubungannya harus bebas dan stabil Hubungan pendahulu harus dijelaskan dan dijaringkan bersama-sama Perkiraan waktu cenderung subjektif dan bergantung pada kejujuran para manajer yang takut akan bahaya terlalu optimis atau tidak cukup pesimistis Ada bahaya terselubung dengan terlalu banyaknya penekanan pada jalur terpanjang atau kritis. Jalur yang nyaris-kritis perlu diawasi dengan baik juga

Project Time Management Summary

Activity Lists and Attributes An activity list is a tabulation of activities to be included on a project schedule that includes: The activity name An activity identifier or number A brief description of the activity Activity attributes provide more information such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity

Precendence (tugas sebelumnya) ID Deskripsi Durasi (hari) Precendence (tugas sebelumnya) a Prototipe Antar muka 10 start b Desain struktur file fisik 2 c Petakan fungsionalitas ke struktur modul 3 a,b d Definisikan interface e Definisikan struktur global di dalam memori f Definisikan dan uji algoritma kompresi 5 g Desain modul-modul yang umum e,f,d h Desain modul-modul normal 8 i Prediksi performansi g,h j Definisikan standar untuk pengkodean k Pikirkan rencana pengujian l persiapkan kasus/data pengujian m Review fase deliverables

Activity Sequencing Involves reviewing activities and determining dependencies A dependency or relationship is the sequencing of project activities or tasks You must determine dependencies in order to use critical path analysis

Network Diagrams Network diagrams are the preferred technique for showing activity sequencing A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities Two main formats are the arrow and precedence diagramming methods

Arrow Diagramming Method (ADM) Also called activity-on-arrow (AOA) network diagrams Activities are represented by arrows Nodes or circles are the starting and ending points of activities Can only show finish-to-start dependencies

Precedence Diagramming Method (PDM) Activities are represented by boxes Arrows show relationships between activities More popular than ADM method and used by project management software Better at showing different types of dependencies

Task Dependency Types

Sample PDM Network Diagram

Activity Resource Estimating Before estimating activity durations, you must have a good idea of the quantity and type of resources that will be assigned to each activity Consider important issues in estimating resources How difficult will it be to do specific activities on this project? What is the organization’s history in doing similar activities? Are the required resources available? A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type

Activity Duration Estimating Duration includes the actual amount of time worked on an activity plus elapsed time Effort is the number of workdays or work hours required to complete a task Effort does not normally equal duration People doing the work should help create estimates, and an expert should review them

Gantt Charts Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format Symbols include: Black diamonds: milestones Thick black bars: summary tasks Lighter horizontal bars: durations of tasks Arrows: dependencies between tasks

Gantt Chart for Project X Note: Darker bars would be red in Project 2007 to represent critical tasks

Gantt Chart for Software Launch Project

Critical Path Method (CPM) CPM is a network diagramming technique used to predict total project duration A critical path for a project is the series of activities that determines the earliest time by which the project can be completed The critical path is the longest path through the network diagram and has the least amount of slack or float Slack or float is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date

Program Evaluation and Review Technique (PERT) PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates PERT uses probabilistic time estimates Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a three-point estimate

Schedule Control Perform reality checks on schedules Allow for contingencies Don’t plan for everyone to work at 100% capacity all the time Hold progress meetings with stakeholders and be clear and honest in communicating schedule issues

Schedule Control (continued) Goals are to know the status of the schedule, influence factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur Tools and techniques include: Progress reports A schedule change control system Project management software, including schedule comparison charts like the tracking Gantt chart Variance analysis, such as analyzing float or slack Performance management, such as earned value

Reality Checks on Scheduling First review the draft schedule or estimated completion date in the project charter Prepare a more detailed schedule with the project team Make sure the schedule is realistic and followed Alert top management well in advance if there are schedule problems

Working with People Issues Strong leadership helps projects succeed more than good PERT charts Project managers should use: Empowerment Incentives Discipline Negotiation