Operations Management MANAJEMEN PROYEK. MUHAMMAD WADUD, SE., M.Si.

Operations Management MANAJEMEN PROYEK MUHAMMAD WADUD, SE., M.Si.

POKOK BAHASAN PENGERTIAN MANAJEMEN PROYEK PERENCANAAN PROYEK PENJADWALAN PROYEK PENGENDALIAN PROYEK TEKNIK MANAJEMEN PROYEK : PERT DAN CPM

MANAJEMEN PROYEK 1. PLANNING PENYIAPAN TUJUAN, PENGGAMBARAN PROYEK, DAN PENGORGANISASIAN TIM.. SCHEDULING BERKAITAN DENGAN ORANG, UANG, PASOKAN UNTUK AKTIVITAS TERTENTU DAN MENGAITKAN AKTIVITAS-AKTIVITAS SATU SAMA LAIN 3. CONTROLLING MENGAWASI SUMBER DAYA, BIAYA, KUALITAS DAN ANGGARAN.

AKTIVITAS MANAJEMEN PROYEK Planning Objectives Resources Work break-down schedule Organization Scheduling Project activities Start & end times Network Controlling Monitor, compare, revise, action

PERENCANAAN PROYEK Before Start of project During project Figure 3.1 project

PENJADWALAN PROYEK Before Start of project During project Timeline project Figure 3.

PENGENDALIAN PROYEK Before Start of project During project Timeline project Figure 3.3

PENGORGANISASIAN PROYEK President Human Resources Marketing Finance Design Quality Mgt Production Project 1 Project Manager Mechanical Engineer Test Engineer Technician Figure 3. Project Project Manager Electrical Engineer Computer Engineer Technician

PERSYARATAN DALAM PENGORGANISASIAN PROYEK 1. Work can be defined with a specific goal and deadline (Tugas pekerjaan dapat dijelaskan dengan sebuah tujuan yang spesifik dan tenggat waktu). The job is unique or somewhat unfamiliar to the existing organization (pekerjaan bersifat unik atau tidak umum bagi organisasi saat ini) 3. The work contains complex interrelated tasks requiring specialized skills (pekerjaan berisi tugas-tugas rumit yang saling terkait yang memerlukan kemampuan khusus) 4. The project is temporary but critical to the organization (proyek bersifat sementara namun penting bagi organisasi) 5. The project cuts across organizational lines (proyek mempersingkat lini diantara oganisasi)

Matrix Organization Marketing Operations Engineering Finance Project 1 Project Project 3 Project 4

The Role of the Project Manager Highly visible Responsible for making sure that: All necessary activities are finished in order and on time (semua aktivitas yang diperlukan selesai dalam urutan yang benar dan tepat waktu) The project comes in within budget (proyek sesuai dengan anggaran) The project meets quality goals (proyek memenuhi tujuan tekait kualitas) The people assigned to the project receive motivation, direction, and information (orang yang ditugaskan pada proyek menerima motivasi, arahan dan informasi yang diperlukan untuk melakukan pekerjaannya

ETHICAL ISSUES/MASALAH ETIS DALAM MANAJEMEN PROYEK Penawaran hadiah dari kontraktor Tekanan untuk merubah laporan status untuk menutupi kenyataan penundaan Laporan palsu untuk pembebanan waktu dan pengeluaran Tekanan untuk mengkompromikan kualitas agar memperoleh bonus atau menghindari penalti terkait dengan jadwal

Work Breakdown Structure Level (tingkatan struktur perincian kerja) 1. Project (proyek). Major tasks in the project (tugas utama dalam proyek) 3. Subtasks in the major tasks (subtugas dalam proyek) 4. Activities (or work packages) to be completed (panyel. kerja )

Purposes of Project Scheduling Menunjukkan hubungan dari masing-masing aktivitas dengan yang lainnya dan dengan keseluruhan proyek Mengidentifikasi hubungan yang lebih diutamakan diantara berbagai aktivitas Mendorong pengaturan waktu realistik dan estimasi biaya untuk masing-masing aktivitas Membantu menjadikan lebih baik penggunaan orang, uang dan sumber daya material dengan mengidentifikasi kemacetan utama dalam proyek

Scheduling Techniques-GRAFIK GANTT 1. Aktivitas Direncanakan. Urutan Kinerja Didokumentasikan 3. Waktu Aktivitas Diestimasi Dan Dicatat 4. Waktu Proyek Keseluruhan Dikembangkan

Project Management Techniques (TEKNIK MANAJEMEN PROYEK) Gantt chart Critical Path Method (CPM) Program Evaluation and Review Technique (PERT)

A Simple Gantt Chart Design Prototype Test Revise Production Time J F M A M J J A S

Project Control Reports (KENDALI PROYEK) PERINCIAN BIAYA YANG DETAIL UNTUK MASING-MASING TUGAS KURVA TOTAL PROGRAM BURUH/TK TABEL DISTRIBUSI BIAYA RANGKUMAN BIAYA DAN JAM FUNGSIONAL PERAMALAN BAHAN MENTAH DAN PENGELUARAN LAPORAN VARIAN LAPORAN ANALISIS WAKTU LAPORAN STATUS KERJA

PERT and CPM PERT : SEBUAH TEKNIK MANAJEMEN PROYEK YANG MENGGUNAKAN TIGA WAKTU ESTIMASI UNTUK MASING- MASING AKTIVITAS CPM : TEKNIK MANAJEMEN PROYEK YANG HANYA MENGGUNAKAN SATU FAKTOR WAKTU PERAKTIVITAS

Six Steps PERT & CPM 1. Menentukan proyek dan menyiapkan struktur perincian kerja. Mengembangkan hubungan antaraktivitas, menentukan aktivitas mana yang didahulukan dan mana yang harus mengikuti aktivitas lainnya. 3. Menggambarkan jaringan yang menghubungkan semua aktifvitas

Six Steps PERT & CPM 4. Menentukan waktu dan atau estimasi biaya pada masing-masing aktivitas 5. Menghitung jalur waktu terpanjang melalui jaringan (jalur kritis) 6. Menggunakan jaringan untuk membantu merencanakan, menentukan jadwal mengawasi dan mengendalikan proyek.

Questions PERT & CPM Can Answer 1. When will the entire project be completed?. What are the critical activities or tasks in the project? 3. Which are the noncritical activities? 4. What is the probability the project will be completed by a specific date?

Questions PERT & CPM Can Answer 5. Is the project on schedule, behind schedule, or ahead of schedule? 6. Is the money spent equal to, less than, or greater than the budget? 7. Are there enough resources available to finish the project on time? 8. If the project must be finished in a shorter time, what is the way to accomplish this at least cost?

A Comparison of AON and AOA Network Conventions (perbandingan AON dan AOA dalam diagram jaringan) Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) (a) A B C A comes before B, which comes before C A B C (b) A B C A and B must both be completed before C can start A B C (c) A Figure 3.5 B C B and C cannot begin until A is completed A C B

A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) (d) A B C D C and D cannot begin until both A and B are completed A B C D A (e) B Figure 3.5 C D C cannot begin until both A and B are completed; D cannot begin until B is completed. A dummy activity is introduced in AOA A B C Dummy activity D

A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) (f) A B D B and C cannot begin until A is completed. D cannot begin until both B and A B C C are completed. Dummy A dummy activity activity is again introduced in AOA. C D Figure 3.5

AOA Network for Milwaukee Paper C (Construct Stack) 4 1 Dummy Activity 6 H (Inspect/ Test) 7 D 3 (Pour Concrete/ Install Frame) 5 Figure 3.9

Determining the Project Schedule (MENENTUKAN JADWAL PROYEK) Perform a Critical Path Analysis Earliest start (ES) = Waktu paling awal dimana sebuah aktivitas bisa Activity Description dimulai, asumsikan semua aktivitas Time (weeks) A pendahulunya telah selesai Build internal components B Modify diselesaikan roof and floor 3 Latest C start Construct (LS) = waktu collection paling lambat stack dimana sebuah aktivitas bisa dimulai sehingga tidak menunda waktu D Pour concrete and install frame 4 penyelesaian dari keseluruhan proyek Latest E finish Build (LF) = high-temperature waktu paling lambat dimana burner sebuah aktivitas 4 F Install harus pollution selesai control sehingga system tidak menunda waktu 3 penyelesaian dari keseluruhan proyek G Install air pollution device 5 H Inspect and test Total Time (weeks) Table 5 3. Earliest finish (EF) = waktu paling awal dimana sebuah aktivitas bisa

Determining the Project Schedule Perform a Critical Path Analysis Activity Name or Symbol Earliest Start ES A EF Earliest Finish Latest Start LS LF Latest Finish Figure 3.1 Activity Duration

Forward Pass Begin at starting event and work forward Earliest Start Time Rule: If an activity has only a single immediate predecessor, its ES equals the EF of the predecessor If an activity has multiple immediate predecessors, its ES is the maximum of all the EF values of its predecessors ES = Max {EF of all immediate predecessors}

Forward Pass Begin at starting event and work forward Earliest Finish Time Rule: The earliest finish time (EF) of an activity is the sum of its earliest start time (ES) and its activity time EF = ES + Activity time

ES/EF Network for Milwaukee Paper ES Start EF = ES + Activity time

ES/EF Network for Milwaukee Paper Start ES of A A EF of A = ES of A +

ES/EF Network for Milwaukee Paper A Start ES of B B 3 EF of B = ES of B + 3 3

ES/EF Network for Milwaukee Paper A C 4 Start B 3 3

ES/EF Network for Milwaukee Paper A C 4 Start B 3 = Max (, 3) 3 D 7 3 4

ES/EF Network for Milwaukee Paper A C 4 Start B 3 D 3 7 3 4

ES/EF Network for Milwaukee Paper A C 4 4 F 7 3 Start E H 4 8 13 15 4 B 3 3 D 3 7 4 G 8 13 5 Figure 3.11

Backward Pass Begin with the last event and work backwards Latest Finish Time Rule: If an activity is an immediate predecessor for just a single activity, its LF equals the LS of the activity that immediately follows it If an activity is an immediate predecessor to more than one activity, its LF is the minimum of all LS values of all activities that immediately follow it LF = Min {LS of all immediate following activities}

Backward Pass Begin with the last event and work backwards Latest Start Time Rule: The latest start time (LS) of an activity is the difference of its latest finish time (LF) and its activity time LS = LF Activity time

LS/LF Times for Milwaukee Paper A C 4 4 F 7 3 Start E H 4 8 13 15 B 3 3 LS = LF Activity time D 3 7 4 4 G 8 13 5 13 15 LF = EF of Project

LS/LF Times for Milwaukee Paper A C 4 4 F 7 1 13 3 Start E H 4 8 13 15 LF = Min(LS of following activity) 4 13 15 B 3 3 D 3 7 4 G 8 13 5

LS/LF Times for LF = Min(4, 1) Milwaukee Paper A C 4 4 F 7 4 1 13 3 Start E H 4 8 13 15 4 8 4 13 15 B 3 3 D 3 7 4 G 8 13 8 5 13

LS/LF Times for Milwaukee Paper A C 4 4 F 7 4 1 13 3 Start E H 4 8 13 15 4 8 4 13 15 B 3 1 3 4 3 D 7 4 4 8 G 8 13 8 5 13

Computing Slack Time After computing the ES, EF, LS, and LF times for all activities, compute the slack or free time for each activity Slack is the length of time an activity can be delayed without delaying the entire project Slack = LS ES or Slack = LF EF

Computing Slack Time Earliest Earliest Latest Latest On Start Finish Start Finish Slack Critical Activity ES EF LS LF LS ES Path A Yes B 3 1 4 1 No C 4 4 Yes D 3 7 4 8 1 No E 4 8 4 8 Yes F 4 7 1 13 6 No G 8 13 8 13 Yes H 13 15 13 15 Yes Table 3.3

Critical Path for Milwaukee Paper A C 4 4 F 7 4 1 13 3 Start E H 4 8 13 15 4 8 4 13 15 B 3 1 3 4 3 D 7 4 4 8 G 8 13 8 5 13

ES EF Gantt Chart for Milwaukee Paper A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build hightemperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 3 4 5 6 7 8 9 1 11 1 13 14 15 16

LS LF Gantt Chart for Milwaukee Paper A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build hightemperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 3 4 5 6 7 8 9 1 11 1 13 14 15 16

Variability in Activity Times CPM assumes we know a fixed time estimate for each activity and there is no variability in activity times PERT uses a probability distribution for activity times to allow for variability

Variability in Activity Times Three time estimates are required Optimistic time (a) if everything goes according to plan Pessimistic time (b) assuming very unfavorable conditions Most likely time (m) most realistic estimate

Variability in Activity Times Estimate follows beta distribution Expected time: t = (a + 4m + b)/6 Variance of times: v = [(b a)/6]

Probability Variability in Activity Times Estimate follows beta distribution Expected time: t = (a + 4m + b)/6 Variance Probability of of times: 1 in 1 of < a occurring v = [(b a)/6] Probability of 1 in 1 of > b occurring Figure 3.1 Activity Time Optimistic Time (a) Most Likely Time (m) Pessimistic Time (b)

Computing Variance Most Expected Optimistic Likely Pessimistic Time Variance Activity a m b t = (a + 4m + b)/6 [(b a)/6] A 1 3.11 B 3 4 3.11 C 1 3.11 D 4 6 4.44 E 1 4 7 4 1. F 1 9 3 1.78 G 3 4 11 5 1.78 H 1 3.11 Table 3.4

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

Probability of Project Completion Project variance is computed by summing the variances of critical activities Project variance s =.11 +.11 + 1. + 1.78 +.11 = 3.11 p Project standard deviation s p = Project variance = 3.11 = 1.76 weeks

Probability of Project Completion PERT makes two more assumptions: Total project completion times follow a normal probability distribution Activity times are statistically independent

Probability of Project Completion Standard deviation = 1.76 weeks 15 Weeks Figure 3.13 (Expected Completion Time)

Probability of Project Completion What is the probability this project can be completed on or before the 16 week deadline? due date expected date of completion Z = /s p = (16 wks 15 wks)/1.76 =.57 Where Z is the number of standard deviations the due date or target date lies from the mean or expected date

Probability of Project Completion From Appendix I What is the probability..1 this project.7 can.8 be completed on or before the 16 week.1.5.5399.579.53188 deadline?..53983.5438.56749.5714 due date expected date of completion Z = /s p.5.69146.69497.71566.7194.6.7575.797.74857.75175 = (16 wks 15 wks)/1.76 =.57 Where Z is the number of standard deviations the due date or target date lies from the mean or expected date

Probability of Project Completion Probability (T 16 weeks) is 71.57%.57 Standard deviations Figure 3.14 15 16 Weeks Weeks Time

Determining Project Completion Time Probability of.99 Probability of.1 Figure 3.15 From Appendix I.33 Standard deviations.33 Z

Variability of Completion Time for Noncritical Paths Variability of times for activities on noncritical paths must be considered when finding the probability of finishing in a specified time Variation in noncritical activity may cause change in critical path

What Project Management Has Provided So Far The project s expected completion time is 15 weeks There is a 71.57% chance the equipment will be in place by the 16 week deadline Five activities (A, C, E, G, and H) are on the critical path Three activities (B, D, F) are not on the critical path and have slack time A detailed schedule is available

Trade-Offs And Project Crashing It is not uncommon to face the following situations: The project is behind schedule The completion time has been moved forward Shortening the duration of the project is called project crashing

Factors to Consider When Crashing A Project The amount by which an activity is crashed is, in fact, permissible Taken together, the shortened activity durations will enable us to finish the project by the due date The total cost of crashing is as small as possible

Steps in Project Crashing 1. Compute the crash cost per time period. If crash costs are linear over time: Crash cost per period = (Crash cost Normal cost) (Normal time Crash time). Using current activity times, find the critical path and identify the critical activities

Steps in Project Crashing 3. If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost per period. If there is more than one critical path, then select one activity from each critical path such that (a) each selected activity can still be crashed, and (b) the total crash cost of all selected activities is the smallest. Note that the same activity may be common to more than one critical path.

Steps in Project Crashing 4. Update all activity times. If the desired due date has been reached, stop. If not, return to Step.

Crashing The Project Time (Wks) Cost ($) Crash Cost Critical Activity Normal Crash Normal Crash Per Wk ($) Path? A 1,,75 75 Yes B 3 1 3, 34,, No C 1 6, 7, 1, Yes D 4 48, 49, 1, No E 4 56, 58, 1, Yes F 3 3, 3,5 5 No G 5 8, 84,5 1,5 Yes H 1 16, 19, 3, Yes Table 3.5

Crash and Normal Times and Costs for Activity B Crash Cost Activity Cost $34, $33, $3, $31, Crash Crash Cost/Wk = Crash Cost Normal Cost Normal Time Crash Time $34, $3, = 3 1 $4, = = $,/Wk Wks Normal Cost Figure 3.16 $3, Normal 1 3 Time (Weeks) Crash Time Normal Time

Critical Path And Slack Times For Milwaukee Paper A C 4 4 F 7 4 1 13 3 Start Slack = Slack = E Slack = 6 H 4 8 13 15 4 8 4 13 15 B 3 D 3 7 Slack = G 8 13 Slack = 1 3 4 4 4 8 8 13 5 Slack = 1 Slack = 1 Slack = Figure 3.17

Advantages of PERT/CPM 1. Especially useful when scheduling and controlling large projects. Straightforward concept and not mathematically complex 3. Graphical networks help highlight relationships among project activities 4. Critical path and slack time analyses help pinpoint activities that need to be closely watched

Advantages of PERT/CPM 5. Project documentation and graphics point out who is responsible for various activities 6. Applicable to a wide variety of projects 7. Useful in monitoring not only schedules but costs as well

Limitations of PERT/CPM 1. Project activities have to be clearly defined, independent, and stable in their relationships. Precedence relationships must be specified and networked together 3. Time estimates tend to be subjective and are subject to fudging by managers 4. There is an inherent danger of too much emphasis being placed on the longest, or critical, path

Project Management Software There are several popular packages for managing projects Primavera MacProject Pertmaster VisiSchedule Time Line Microsoft Project

Using Microsoft Project Program 3.1

Using Microsoft Project Program 3.