MANAJEMEN PROYEK. Universitas Mercu Buana Fakultas Teknik Jurusan Teknik Industri. Ahmad Setiawan

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1 #3 MANAJEMEN PROYEK Universitas Mercu Buana Fakultas Teknik Jurusan Teknik Industri Ahmad Setiawan

2 Proses Manajemen Proyek (Total Review) Output Project Charter Formal Acceptance and Closure Initiation Planning Execution Closing Post Project Review Project Plan & Supporting Details: Project Stakeholders List, Project Team List, Statement of Work, Statement of Work Deliverable Review Form, Scope Management Plan, Scope Change, Communica-tions/Reporting Plan, Assessment Checklist, Concern List, Heads-Up Report, Product Acceptance, Project Activity Schedule, Project Planning Checklist, Project Reporting Methods, Quality Review Checklist - Project Definition, Risk Management Plan, Project Risk Assessment, Generic Project Risk Factor, Tasklist and Timeline Controlling Post Project Review Report Project Change Control Form, Problem and Change Record Form, Project Change Request Form, Project Change Request Summary Sheet, Revision Record, Project Details, Progress Report, Monthly Status Report, Project Task Progress Report, Meeting Agenda and Minutes Meeting Action Items, Meeting Evaluation Source: PMBOK 2004

3 Tools & Techniques Project management tools and techniques assist project managers and their teams in various aspects of project management Some specific ones include Project Charter and WBS (scope) Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) Cost estimates and earned value management (cost)

4 Project Charter Project Charter adalah dokumen yang dibuat oleh sponsor atau project initiator yang secara formal mempunyai kewenangan atas suatu project, dan memberikan kewenangan kepada manajer proyek untuk menggunakan resource pada aktivitas-aktivitas proyek. Selain itu, project charter juga mencakup elemen-elemen persiapan dari scope project (mencakup yang termasuk dan tidak termasuk di dalam proyek). Project charter juga membantu untuk mengkontrol perubahan terhadap scope selama proyek berlangsung. (PMBOK Guide 4 th edition 2008)

5 Project Charter Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 200 Projected Finish Date: December 4, 2002 Project Manager: Kim Nguyen, , Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: Update the IT inventory database to determine upgrade needs Develop detailed cost estimate for project and report to CIO Issue a request for quotes to obtain hardware and software Use internal staff as much as possible to do the planning, analysis, and installation

6 Project Charter Roles and Responsibilities: Name Role Responsibility Walter Schmidt, CEO Project Sponsor Monitor project Mike Zwack CIO Monitor project, provide staff Kim Nguyen Project Manager Plan and execute project Jeff Johnson Director of IT Operations Mentor Kim Nancy Reynolds VP, Human Resources Provide staff, issue memo to all employees about project Steve McCann Director of Purchasing Assist in purchasing hardware and software Sign-off: (Signatures of all above stakeholders) Comments: (Handwritten comments from above stakeholders, if applicable) This project must be done within ten months at the absolute latest. Mike Zwack, CIO We are assuming that adequate staff will be available and committed to supporting this project. Some work must be done after hours to avoid work disruptions, and overtime will be provided. Jeff Johnson and Kim Nguyen, Information Technology Department

7 Work Breakdown Structure [WBS] Pendekatan model dengan membagi proyek menjadi struktur dan hirarki tertentu sampai pada paket-paket pekerjaan terperinci dan mudah dikelola Berbentuk diagram terstruktur dan hirarki Top down Merupakan elemen perencanaan

8 Keranga Perencanaan dalam penyusunan WBS Kerangka perencanaan : Kerangka Penjabaran program Kerangka perencanaan detil Kerangka pembiayaan Kerangka pembiayaan Kerangka Cara pelaporan Kerangka Penyusunan Organisasi

9 Klasifikasi dalam WBS Pembagian berdasarkan area/lokasi yang berbeda Pembagian kategori yang berbeda untuk tenaga kerja, peralatan dan material Pembagian subdivisi pekerjaan berdasarkan spesifikasi pekerjaan Pembagian pihak, seperti kontraktor utama, subkontraktor dan pemasok

10 Contoh Perencanaan WBS 1 Proyek Rumah Bapak X (2 lantai) 1.A Pekerjaan Persiapan 1.B Pekerjaan Pondasi 1.C Pekerjaan Lantai 1 1.C.1 Pekerjaan Struktur 1.C.2 Pekerjaan Arsitektur Pekerjaan Mekanikal/ 1.C.3 Elektrikal 1.D Pekerjaan Lantai 2 1.D.1 Pekerjaan Struktur 1.D.2 Pekerjaan Arsitektur Pekerjaan Mekanikal/ 1.D.3 Elektrikal 1.E Pekerjaan Atap 1.E.1 Pekerjaan Struktur Atap 1.E.2 Pekerjaan Genteng 1.F Finishing Paket Kegiatan 1 B. Pekerjaan Pondasi B.100 Pekerjaan Galian Pondasi Pekerjaan Pembersihan Pondasi B.110 B.120 Pekerjaan BekisJng Pondasi B.130 Pekerjaan Pengecoran Pondasi B.140 Pekerjaan Timbunan Pondasi

11 Hirarki Organisasi Proyek Level 1 Manajer Proyek PROYEK RUMAH BAPAK X Level 2 Site Manager Pekerjaan Persiapan Pekerjaan Sipil Pekerjaan Arsitektur Pekerjaan M/E Level 3 Pengawas / Supervisor Pengawasan dan Inspeksi, Tindakan dan Koreksi Level 4 Pelaksana Pekerjaan Pondasi Pekerjaan Lt. 1 Pekerjaan Lt. 2 Pekerjaan Lt. 1 Pekerjaan Lt. 2 Pekerjaan Atap Pekerjaan Lt. 1 Pekerjaan Lt. 2 Pekerjaan Atap

12 Perencanaan Biaya Proyek q Tahapan Perencanaan Biaya Proyek Tahapan pengembangan konseptual Tahapan desain konstruksi Tahapan Pelelangan Tahapan Pelaksanaan q Komponen Biaya Total Proyek Biaya Langsung (Direct Cost) Biaya Tidak Langsung (Indirect Cost)

13 Cash Flow Bulan 1 Bulan 2 Bulan CASH IN 1 Uang Muka Termijn Retensi Jumlah CASH OUT A Direct Cost 1 Material Upah Kerja Sewa Alat Mobilisasi B Indirect Cost 1 Perijinan Peralatan Kantor Listrik, Telp, Air Transport dan lain-lain Jumlah SALDO (27.300,00) (2.800,00) ,00 (19.300,00) ,00 (2.800,00) ,00 (22.800,00) ,00 Kumulatif (27.300,00) (30.100,00) (7.900,00) (27.200,00) 5.000, , , , ,00

14 Rencana Anggaran Biaya (RAB)

15 Gantt Chart The WBS is on the left, and each task s start and finish date are shown on the right using a calendar timescale.

16 Network Diagram Each box is a project task from the WBS. Arrows show dependencies between tasks. The bolded tasks are on the critical path. If any tasks on thecritical path take longer than planned, the whole project will slip unless something is done.

17 Earned Value Chart 300 EAC 250 BAC 200 $ ACWP BCWS BWCP Cost Variance Schedule Variance BCWS or Cumulative Plan ACWP or Cumulative Actual BCWP or Cumulative EV Month