Project

Management

1
Everyone is a project manager,
but
not everyone knows how to plan and
manage the project

2
FIRST THINGS FIRST :
WHAT IS A PROJECT ???
The characteristics of projects :
Complex and numerous activities
Unique --- a one time set of events
Limited resources and budget
Many people involved, usually across several
functional areas in the organizations
Sequenced activities
Goal oriented
End product or service must result
3
Project Management

The art and science

of coordinating
people, equipment,
materials, money and
schedules to
complete a specified
project on time and
within approved cost.

4
Project Management vs Discipline
Management
Project management is concerned with Discipline management is concerned with

What must be done How it will be done

When it must be done Who will do it

How much it will cost How well it will be done

Coordinating overall needs Coordinating spesific needs

Multi-discipline focus Single-discipline focus

Reliance on other Providing technical expertise

Project quality Technical quality

Administrative viewpoint Technical viewpoint

A generalists approach A specialists approach

5
Project Management Techniques
Project Reducing
Networks Project Time

Scheduling
Define Project Resources

Managing Monitoring Audit &

Intro Strategy Risks Progress Closure

Organization Partnering

Leadership Teams

6
Project Trade-Offs

SCOPE

Qu
ali
ality ty
Qu

BUDGET SCHEDULE
Quality

7
 Project Life Cycle
Definition Planning Execution Delivery
Level of effort

1. Goals 1. Schedules 1. Status reports 1. Train customer

2. Specifications 2. Budgets 2. Changes 2. Transfer documents
3. Tasks 3. Resources 3. Quality 3. Release resources
4. Responsibilities 4. Risks 4. Forecasts 4. Reassign staff
5. Teams 5. Staffing 5. Lessons learned

8
5 PHASE
PROJ ECT MANAGEMENT
P L A NNING IM PL EM E N T AT ION

DE F INE PL AN O RG AN IZ E CON T R OL CL OSE

S tate th e Id en tify p roject Determ in e Defin e O b tain client

p roblem activities p erson n el n eed s m an ag em en t accep tan ce
style
Id en tify p roject Estim ate tim e & Recru it p roject In stall
g oals cost m an ag er E stab lish control d eliverab les
tools
List th e Seq u en ce Recru it p roject Docu m en t th e
ob jectives p roject activities team P rep are statu s p roject
rep orts
O rg an ize p roject Issu e th e fin al
Determ in e Id en tify critical
team rep ort
p relim in ary activities Re vie w p roject
resou rces sch edu le
Assig n work Con d u ct p ost
W rite p roject
p ackag es im p lem en tation
Id en tify p rop osal Issu e ch ang e
assu m p tion s ord ers au d it
an d risks

1 2 3 4 5

DEL IV E RABL ES
9
 PLAN
WBS
Identify project
activities Project Network
Estimate time &
cost Critical Path
Sequence
project activities Project Proposal
Identify critical
activities

Write project
proposal

10
 ORGANIZE

Recruitment Criteria
Work Package Description
Work Package Assignments

11
 CONTROL CLOSE

Variance Reports Final Reports

Status Reports Audit Reports
Staff Allocations Reports

12
Project Planning, Scheduling &
Controlling
Project Planning

Project Scheduling

Project Controlling

Before project During project

Start of project
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Perencanaan

Penetapan tujuan
Mendefinisikan proyek
Mengkaitkan kebutuhan dengan aktivitas
proyek
Mengorganisasikan team

14
Tools Perencanaan Proyek

Estimasi waktu dan biaya

Anggaran
Cash flow
Ketersediaan bahan
Data personel
Gambar-gambar teknik

15
Penjadwalan Proyek

Mengkaitkan sumber daya (TK, uang,

bahan) dengan aktivitas-aktivitas tertentu.
Mengkaitkan satu aktivitas dengan
aktivitas yang lain.
Meng-update dan merevisi jadwal secara
berkala.

16
Tools Penjadwalan Proyek

Gantt charts
CPM dan PERT
Milestone chart
Cash flow schedules

17
Pengendalian Proyek

Memonitor sumber daya, biaya, kualitas

dan budgets.
Merevisi dan merubah rencana.
Menggeser-geser sumber daya untuk
memenuhi permintaan terhadap waktu,
biaya dan kualitas.

18
Tools Pengendalian Proyek

Report-report yang menggambarkan :

Planning & Progress
Anggaran
Aktivitas-aktivitas yang tertunda
Slack activities
Kualitas pekerjaan yang telah diselesaikan.

19
 Struktur Organisasi Proyek

P re s id e n t

S a le s F in a n c e H u m a n F a c to rs E n g in e e rin g Q u a l i ty C o n tro l P ro d u c tio n

Project Manager

Psysiologist Propulsion Test Technician

Engineer Engineer

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Struktur Organisasi Proyek bisa
diterapkan dengan baik jika :
Pekerjaan bisa didefinisikan dengan tujuan yang
spesifik dengan batas waktu yang jelas.
Pekerjaan bersifat unik dan terkadang bersifat
baru sama sekali.
Pekerjaan terdiri dari tugas-tugas yang saling
berkaitan dan membutuhkan ketrampilan yang
khusus.
Proyek bersifat temporer namun kritis bagi
organisasi.
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Ruang Lingkup
Pekerjaan Manajer Project
Plan & Schedule
Proyek
Resorces & Updates

Resources
Project Project
Production Engineering Manager Team
Dept. Dept.

Personnel
Purchasing Dept. Top
Dept.
Management
Supplies
Subcontractors

Quality Control
Dept.

22
Key areas of project management and
project managers

Planning
Scheduling
Budgeting
Managing resources
Tracking & reporting progress

23
Integrated Management of Projects
Customer

Environmental analysis
External Internal
Firm
mission,
goals, strategies

Priorities

Projects
System Environment
and Culture
Scope
Organization
Work Breakdown
Networks Leadership
Resources Teams
Cost Partners

Project Implementation

24
Strategic Management Process
Review/revise
Review/revise
mission
mission

External
ExternalEnvironment
Environment Internal
Internalenvironment
environment
Opportunities
Opportunities&&Threats
Threats Strengths
Strengths&&Weakness
Weakness

New
Newgoals
goals&&Objectives
Objectives

Portfolio
Portfolioofofstrategic
strategic
choices
choices

Strategy
Strategyformulation
formulation

Strategy
Strategyimplementation
implementation

Projects
Projects
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The Technological and Sociocultural
Dimensions of the Project Management
Process

Sociocultural
Leadership
Problem solving
Teamwork
Negotiation
Technical Politics
Scope Customer expectations
WBS
Schedules
Resource allocation
Baseline budgets
Status reports

26
 Project Management Software

Plan the various elements of project.

View progress on ongoing basis from various
perspectives
Recognize conflicts of time and resource early and
try out various what-if scenarios to resolve those
conflicts
Make adjustments to task timing and costs and
automatically update all others tasks in the project to
reflect the impact of your changes
Generate professional looking reports on the status
of your project to help team members prioritize and
help management make informed decisions.
27
Project Management Techniques

Defining the Project

28
Steps
Defining the project scope
Project objectives
Deliverables
Milestones
Technical requirement
Limits & exclusion
Reviews with customer
Establishing project priorities
Creating WBS
Integrating WBS with OBS
Coding the WBS for the IS
29
Hierarchical Breakdown of the WBS

Complete project
1 Project

2 Deliverable Major deliverables

Subdeliverable Supporting deliverables

3

4 Lowest management
Lowest subdeliverable responsibility level
Grouping of work packages
5
Cost account* for monitoring progress and
responsibility

Work package Identifiable work activities

30
Work Package

Defines work (what)

Identifies time to complete work package
(how long)
Identifies a time-phased budget to complete
a work package (cost)
Identifies resources needed to complete a
work package (how much)
Identifies a single person responsible for
units of work (who)
Identifies monitoring points for measuring
progress
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 Work Package Estimate
TIME PHASED BUDGET

Work Period

Direct Costs Rate 1 2 3 4 5 Total

Code $ XX/hr 50 30 20 $ 100

Document $ XX/hr 10 15 25

Publish $ XX/hr 5 5

Total Labor 50 40 40 $ 130

Materials 20 20

Equipment $ XX/hr 50 15 50 115

Other....

TOTAL DIRECT 100 75 90 $ 465

32
Work Breakdown Structure
Level Personal computer
1
prototype
More
items
Vendor, Mouse, Disk Microprocessor
2
software, keyboard, storage unit
applications voice units
~ ~
3 Floppy Optical Hard Internal BIOS (basic
~ ~ memory input/output
unit system)

4 ROM RAM I/O File Utilities

~ ~ ~ ~ ~

Lowest manageable
5 subdeliverables Motor Circuit Chassis Read/write
board frame head

WP-1M WP-1 CB WP-1 CF WP-1 RWH

WP-2 CB WP-2 CF WP-2 RWH
WP-3 CB WP-3 CF WP-3 RWH
WP-4 CB WP-4 RWH Work packages
WP-5 CB WP-5 RWH
WP-6 CB
WP-7 CB
33
Three Views of Cost

$6,000

5,000

4,000
Costs

3,000

2,000 Committed
Actual cost
1,000 Scheduled budget

Project Duration 34
Project Management
Techniques

Developing a Network Plan

35
Project Network

Tool used for planning, scheduling,

and monitoring project progress
Developed from WBS
Graphic flowchart of the project job
plan
Depicts the project activities, the
interdependencies of activities that
must be completed, start time and
finish of activities and critical path
36
Rollup of Network Plans A
B
C
Level 1 - Milestone Plan
D
E
F

Level 2 - Plans

Level 3 - Plans

WP-1
WP-4
WP-3
WP-2

37
Constructing a Project Network
Two Approaches:
Activity on Node
Activity on Arch

Basic rules:
Network flows typically from the left to right
An activity cannot begin until all preceding
connected activities have been completed
Arrows on network indicate precedence and flow.
Arrows can cross over each other
Each activity should have a unique identification
number
38
Constructing a Project Network (Contd)

Basic rules:
An activity identification number must be
larger than that of activities that precede it
Looping is not allowed
Conditional statements is not allowed
Experience suggest that when there are
multiple starts, a common start node can be
used to indicate a clear project beginning on
the network. Similarly, a single project end
node can be used to indicate a clear ending.

39
Activity on Arch

Menggambarkan
kejadian/event

Menggambarkan Aktivitas

40
Contoh 1

2 C
A

1 4

B
D
3
41
Contoh 2

Aktivitas Aktivitas Aktivitas Aktivitas

yang yang
mendahului mendahului
A - E C, D
B - F D
C A G E
D B H F

42
NETWORK SA
LA
H
!

5
2 C E G
A
4 7
1

B F
D H
3 6

43
NETWORK YANG BENAR !

C
2 D 5
E G
A

1
Dummy 7
Activity
B
H
3 4 6
D F

44
PERT
Diperlukan estimasi waktu optimis, pesimis dan
yang paling mungkin untuk setiap aktivitas.
Asumsi --> Distribusi kemungkinan Beta
Rumus :

2
a 4m b b a
t v
6 6

45
Contoh 3

46
Contoh 3

47
Analisa Lintasan Kritis

48
Tujuannya adalah menentukan :

ES : Earliest activity start time

LS : Latest activity start time
EF : Earliest activity finish time
LF : Latest activity finish time
S : Activity slack time (LS - ES) atau (LF - EF)

EF = ES + t
LF = LS + t
S = LS - ES
atau
S = LF - EF
49
 ES
No.
Node/
Event
LS

50
Perhitungan Maju & Mundur

C 12 E 19
5
2 D 5
12 19 G
A 6 6 7
3

DUMMY ACTIVITY
5 21 / 22
0
1 22
0 7
0 22

1/0 B
H

4 4
4 D 12 F 17
3 4 6
18
4 8 12 5
ES
ID 12/13
LS

51
Lintasan Kritis

C 12 E 19
5
2 D 5
12 19 G
A 6 6 7
3

DUMMY ACTIVITY
5
0
1 22
0 7
0 22

B
H

4 4
4 D 12 F 17
3 4 6
18
4 8 12 5

52
Activity-on-Node Network Fundamentals
A B C

A is preceded by nothing
B is preceded by A
C is preceded by B
(A)

Y Y and Z are preceded by X

Z Y and Z can begin at the

same time, if you wish

(B)

53
Activity-on-Node Network Fundamentals
J, K, & L can all begin at
the same time, if you wish
J
(they need not occur
simultaneously)
K M but

All (J, K, L) must be

L completed before M can
(C) begin

X Z Z is preceded by X and Y

Y AA

(D)
54
Example
Activity Description Preceding Activity Activity Time

A Application approval None 5

B Construction plan A 15

C Traffic study A 10

D Service availabiality check A 5

E Staff report B, C 15

F Commision approval B, C, D 10

G Wait for construction F 170

H Occupancy E, G 35

55
 Activity-on-Node Network Fundamentals

B E

Construction
Staff report
plans
15 15

Occupancy

A C F G 35
Application Traffic Commission Wait for
approval study approval construction
5 10 10 170

ES ID EF Service KOLL BUSINESS CENTER

check County Engineers Design Department
SL Description 5

LS Dur LF

EF

56
 Activity-on-Node Network Forward Pass
5 B 20 20 E 35

Construction 20
Staff report
plans
15
15 15

H
35
Occupancy
200
A C 20 F G 200 35 235
Application Traffic 15 Commission Wait for
approval study approval construction
0 5 5 10 10 20 10 20 10 30 30 170 200

ES ID EF Service KOLL BUSINESS CENTER

check
County Engineers Design Department
SL Description 15 5 20

LS Dur LF

EF

57
 Activity-on-Node Network Backward Pass
B E

Construction 185
Staff report
plans
5 15 20 185 15 200
20
H
185
Occupancy

A 5 C F G 200 35 235
Application 10 Traffic 20 Commission Wait for
approval study approval construction
0 5 5 10 10 20 20 10 30 30 170 200
15

20
D

ES ID EF Service
check KOLL BUSINESS CENTER
SL Description 15 5 20 County Engineers Design Department

LS Dur LF

LS

58
 Activity-on-Node Network with Slack
5 B 20 20 E 35

Construction 185 20
0 165 Staff report
plans
15
5 15 20 185 15 200
20
200 H 235
185
0 Occupancy

0 A 5 5 5 C 15 20 20 F 30 30 G 200 200 35 235

Application 10 Traffic 15 Commission Wait for
0 5 0 0
approval study 20 approval construction
0 5 5 10 10 20 10 20 10 30 30 170 200
15

20
5 D 10

ES ID EF Service
10
check KOLL BUSINESS CENTER
SL Description 15 5 20 County Engineers Design Department

LS Dur LF

LS EF

59
Air Control Inc., Custom Order
ProjectNetwork Diagram
2 Software
development
18
2 20
22 40

3 Order
standard
15 parts 7 Assemble 8 Test
1 Order 2 17
review 15 30 10 5
2 30 40 40 45
0 2 4 Produce 30 40 40 45
0 2 standard
10 parts
2 12
6 Manufacture Legend
5 15 custom
15 hardware
8# Activity
5 Design 15 30 Duration
custom parts 15 30
13 ES EF
2 15 LS LF
2 15

60
Project Management
Techniques

Reducing Project Time

61
Project Cost-Time Graph
60
Total Optimum
costs cost-time
50
point

40
Costs

30
Low-cost
plan duration
Direct point
20
costs

10 Indirect
costs
0
4 6 8 10 12 14 16
Project duration
62
Activity Graph
Crash
$800 Crash point
cost

600 Normal
point
Activity cost

Normal
400 cost

200

0
0 5 10
Activity duration (units)
63
 Cost-Time Trade-Off Example
Maximum Dire ct cos ts
Activity
Slope cras h Nor ma l Cra sh
ID
time Time Cos t Time Cos t
A 20 1 3 $50 2 $70
B 40 2 6 80 4 160
C 30 1 10 60 9 90
D 25 4 11 50 7 150
E 30 2 8 100 6 160
F 30 1 5 40 4 70
G 0 0 6 70 6 70
Legend
Total direct cost $450
ACT
DUR
B E B E
Time 25 6 8 Time 24 6 8 Initial total
direct cost $ 450
A C G A C G
3 10 6 2x 10 6 Total
direct cost $ 470
D F D F
11 5 11 5
Activities changed
(a) (b)
A
$20
64
 Cost-Time Trade-Off Example (continued)
B E Total
direct cost $ 495
Time 23 6 8

Activities changed
A C G
D
2x 10 6 $25

D F
Total
10 5 direct cost $ 525
(a)

Activities changed
F
B E $30
Time 22 6 6

Total
A C G
direct cost $ 610
2x 10 6

Activities changed
D F F D E
10 4x $30 $25 $30
(b)
65
Summary Costs by Duration

Project Direct Indirect Total

+ =
duration costs costs costs
25 450 400 $850
24 470 350 820
23 495 300 795
22 525 250 775
21 610 200 810

66
Project Cost-Time Graph
$1000 Optimum Total
cost-time project
point cost
800

$775

600 Total
direct
Cost

cost
400

Total
indirect
200 cost

0
20 21 22 23 24 25
Duration (units) 67
 Exercise
Activity Duration Immediate Resource A Resource B
Predecessors

A 2 -- 3 --
B 2 -- 6 --
C 1 -- 3 --
D 4 A -- 2
E 1 D 4 --
F 5 B -- 2
G 4 F 2 --
H 8 B 4 4
I 3 C 5 --
J 5 I, H 2 --
K 3 E, G -- 5
68