MANAGEMENT OF LARGE PROJECTS

MANAGEMENT OF LARGE PROJECTS

PROJECT MANAGEMENT ACTIVITIES

PROJECT ORGANIZATION WORKS BEST WHEN: Work can be defined with a specific goal and deadline The job is unique or somewhat unfamiliar to the existing organization The work contains complex interrelated tasks requiring specialized skills The project is temporary but critical to the organization

PROJECT PLANNING, SCHEDULING, AND CONTROLLING Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands Reports budgets delayed activities slack activities Before Project During Project 5

Project Planning, Scheduling, and Controlling

PROJECT PLANNING Establishing objectives Defining project Creating work breakdown structure (WBS) Determining resources Forming organization

A work breakdown structure defines the hierarchy of project tasks, subtasks, and work packages Level Program 1 Project 1 Project 2 2 Task 1.1 Task 1.2 3 Subtask 1.1.1 Subtask 1.1.2 4 Work Package 1.1.1.1 Work Package 1.1.1.2 8

Work Breakdown Structure

Work Breakdown Structure An Example

Work Breakdown Structure An Example Gray&Larson, 2003

Uses of the WBS 12 1. Develop the master project plan - timeline to the major work packages and milestones - dependencies between work packages 2. Estimate resource requirements (and costs) 3. Develop project organization (assign responsibilities) 4. Facilitate other management - Quality Management - Risk Management 5. Provides mechanism for project control 6. Go-ahead approval or work packages 7. Release of resources/funds 8. Enable project progress to be reported at different level of detail

Integration of WBS and OBS Gray&Larson, 2003

Work Package Estimates Gray&Larson, 2003

Work packages Defines work (what) Identifies time to complete (how long) Identifies a time-phased budget to complete (cost) Identifies resources needed to complete (how much) Identifies a single person responsible (who) Identifies monitoring points for measuring progress

WHAT S IN PROJECT SCHEDULING Identifying precedence relationships Sequencing activities Determining activity times & costs Estimating material & worker requirements Determining critical activities

1984-1994 T/Maker Co.

GANTT CHART

GANTT CHART EXAMPLE Activity Design Time Period J F M A M J J Build Test

GANTT CHART EXAMPLE: RESEARCH Stage Week 1 2 3 4 5 6 7 8 9 10 11 12 Literature Review Design of data collection instrument Data Collection Design Data Collection Data Processing & Analysis Development of standard mechanism & instrument of Mapping Information Technology Project Management, Fifth Edition, Copyright 2007 Conclusion 22

Network techniques Developed in 1950 s CPM by DuPont for chemical plants (1957) PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris missile (1958) Consider precedence relationships and interdependencies Each uses a different estimate of activity times

QUESTIONS WHICH MAY BE ADDRESSED BY PERT & CPM

The Six Steps Common to PERT & CPM 1. Define the project and prepare the work breakdown structure, 2. Develop relationships among the activities. (Decide which activities must precede 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, monitor, and control the project

Two approaches used: Activity On Node (AON) Activities are drawn as nodes, each event is represented by arch. Activity On Arch (AOA) Activity is drawn as arch, while events are represented by nodes.

Deskripsi Aktivitas Label Aktivitas Kegiatan Pendahulu ( Predecessor ) Waktu (jam) Pesan bahan A - 1 Pesan alat B - 1 Timbang bahan C A 2 Campur bahan D A 3 Siapkan alat E B 1 Pasang kawat F D 3 Sambung kawat G D 2 Susun Bata H C 5 Potong balok I E 3 Pasang penyangga J I, G 3 Tuang adukan bahan K H, F 8 Bongkar penyangga L K, J 2

Activity Description Immediate Predecessors Duration A Build internal components - 3 B Modify roof and floor - 4 C Construct collection stack A 6 D Pour concrete and install frame A, B 6 E Build high-temperature burner C 3 F Install pollution control system C 4 G Install air pollution device D, E 8 H Inspect and test F, G 2

AON AOA

1 C 2 4 Construct stack Dummy Activity E Build burner H 6 7 Inspect/Test 3 D Pour concrete/ Install frame 5

A X Arch n : Activity number A : Activity name x : Duration of activity A n ES LS Simpul ES : Earliest Start LS : Latest Start Arch : activity Node : event A Activity on Arch (AOA) B

Activity on Arch (AOA) EF Event number ES Activity name 3 4 5 4 E 6 8 9 LS Duration LF

ACTIVITY ON NODES (AON) Earliest Start ES Activity Name EF Earliest Finish Latest Start LS Activity Duration LF Latest Finish

ES EF LS LF Res Dur : Waktu mulai paling awal (Early Start) : Waktu selesai paling awal (Early Finish) : Waktu mulai paling akhir (Least Start) : Waktu selesai paling akhir (Least Finish) : Sumber daya (Resources) : Durasi Proyek (Duration)

Example

Kode Aktivitas Predecessor Durasi 1.1 Tahap Pertama 1.1.1 A - 5 1.1.2 B - 10 1.1.3 C - 8 1.2 Tahap Kedua 1.2.1 D A 6 1.2.1 E A 12 1.3 Tahap Ketiga 1.3.1 F B,D 7 1.3.1 G C 4 1.3.2 H E,F,G 6 1.3.3 I G 10

P E R T

Lintasan kritis merupakan merupakan suatu lintasan dalam jaringan kerja yang tidak ada satupun aktivitas didalamnya yang memiliki slack. Lintasan dimana ES=LS dan EF=LF untuk semua aktivitas disepanjang lintasan. Lintasan kritis merupakan lintasan dengan durasi terlama di sepanjang jaringan.

Pentingnya identifikasi lintasan kritis adalah : bahwa apabila aktivitas-aktivitas di sepanjang lintasan kritis terlambat waktu mulainya ataupun molor lama pengerjaannya, hal itu pasti akan memperpanjang umur proyek. Di sisi lain, apabila kita ingin mempersingkat umur proyek, dapat dilakukan dengan cara mengurangi total waktu pengerjaan aktivitas-aktivitas di sepanjang lintasan kritis.

Program Evaluation and Review Technique (PERT)

Program Evaluation and Review Technique (PERT)

Program Evaluation and Review Technique (PERT)

Program Evaluation and Review Technique (PERT) semakin besar nilai v, semakin kecil kemungkinan te bisa dipercaya, dan semakin tinggi kemungkinan kegiatan yang bersangkutan selesai lebih awal atau lebih lambat dari pada te.

PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT) jika semua kegiatan dalam proyek sudah diketahui beserta waktu yang diharapkan te, maka umur proyek bisa ditentukan dari jumlah total ke dalam lintasan kritis (LK). Te = LK dimana Te adalah waktu yang diharapkan dari kegiatan-kegiatan dalam lintasan kritis. peluang selesainya proyek sebelum waktu Te dan sesudah waktu Te masing-masing adalah lebih kecil dari 50% dan lebih besar dari 50%. variasi dari umur proyek adalah jumlah variasi pada tiap kegiatan dilintasan kritis proyek, atau Vp = te LK v

Program Evaluation and Review Technique (PERT) Dari gambar disamping bisa dilihat bahwa umur proyek adalah 29 hari. Sedangkan variansi untuk lintasan kritis 1-2-5-7-8 adalah sebesar 2,78+0,44 +1,78+1= 6.00

Program Evaluation and Review Technique (PERT) Distribusi dari waktu penyelesaian proyek, Te, mengikuti distribusi normal, sehingga bisa dihitung peluang penyelesaian proyek diluar waktu Te. Misalkan ingin diketahui berapa peluang proyek berumur 27 hari, maka dengan rumus : Z = Ts Te Vp = 27 29 6 = 0.82

Program Evaluation and Review Technique (PERT) Dengan demikian Z= -0,82 bisa dicari peluangnya (lihat tabel distribusi normal baku), yakni 21%. Misalnya lagi, dicari umur proyek yang ditargetkan bila diketahui peluangnya. Misalkan peluangnya 95%, maka nilai Z yang bersesuaian adalah 1,645. dapat dicari nilai Ts:

Hitunglah waktu rata-rata dan variansi dari perkiraan durasi pekerjaan pekerjaan di atas!

Kode Keg w. optimis A.1 Persiapan w. plg mgkn w. pesimis Predesessor A.1.1 A 15 25 30 - A.1.2 B 20 22 28 - A.1.3 C 3 7 10 - A.2 Aktivitas Inti A.2.1 D 2 5 8 A A.2.2 E 6 6 8 B, C A.2.3 F 9 10 11 B, C A.2.4 G 4 5 6 B, C A.2.5 H 10 15 18 C A.3 Penyelesaian (Finishing) A.3.1 I 3 8 15 G, H A.3.2 J 8 9 11 D, E

1. Hitung waktu rata-rata masing-masing pekerjaan! 2. Hitung juga variansi waktu masing-masing pekerjaan! 3. Berapakah umur proyek dengan probabilitas 90%?

PERT Conclusion

PERT : ANOTHER EXAMPLE