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PELATIHAN & SERTIFIKASI PELATIHAN & SERTIFIKASI MANAJEMEN PROYEKMANAJEMEN PROYEK
(Project Management Workshop & Certification )(Project Management Workshop & Certification )
IAMPI IAMPI Ikatan Ahli Manajemen Proyek Indonesia Ikatan Ahli Manajemen Proyek Indonesia
(Indonesian Society of Project Management Professionals)(Indonesian Society of Project Management Professionals)
PROJECT TIME MANAGEMENTPROJECT TIME MANAGEMENT
Pito Sumarno
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2Pito Sumarno
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3Pito Sumarno
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4Pito Sumarno
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PROJECT SCOPE MANAGEMENT PROCESS GROUPS
PMBOK p. 40 5Pito Sumarno
Define ActivitiesSequence Activities Estimate Activity ResourcesEstimate Activity DurationsDevelop Schedule
Control Schedule
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6. 1. DEFINE ACTIVITIES OUTPUTS.1. Activity List (Daftar Kegiatan) Adalah daftar aktivitas menyeluruh termasuk semua schedule aktivitas yang direncanakan dan dilaksanakan pada proyek.
Daftar aktivitas tidak termasuk schedule aktivitas yang tidak diperlukan pada bagian dari scope proyek.
(PMBOK © Guide p. 129)
Daftar aktivitas meliputi kegiatan dari hasil identifikasi dan scope yang diuraikan pada setiap schedule aktivitas yang kurang detail untuk memastikan bahwa anggota tim memahami pekerjaan yang harus dilakukan.
Schedule aktivitas adalah komponen terpisah dari schedule proyek tetapi bukan komponen WBS
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6. 1. DEFINE ACTIVITIES OUTPUTS
.2. Activity Atributes Adalah mengindikasikan beberapa attribute yang terkait dengan setiap schedule aktivitas.
Termasuk meng-identifikasi aktivitas, kode aktivitas, deskripsi aktivitas, aktivitas yang mendahului, aktivitas yang mengikutinya, hubungan secara logik, jeda waktu didepan dan dibelakang, persyaratan sumberdaya, penetapan tanggal, batasan, asumsi asumsi, penanggung jawab, lokasi proyek, jenis schedule aktivitas dan lain lain.
Digunakan untuk pengembangan schedule proyek dan memilih, memerintah, menyingkat perencanaan schedule aktivitas diberbagai cara untuk tujuan kecepatan dan ketepatan laporan sesuai modelnya.
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6. 1. ACTIVITY DEFINITION OUTPUTS.3. Milestone ListDaftar schedule milestone yang mengidentifikasikan semua milestone dan apakah milestone wajib (diperlukan oleh kontrak) atau pilihan ( berdasarkan informasi proyek lama).
Daftar milestone adalah komponen project management plan (4.3) dan milestone digunakan pada schedule model.
EVENT JAN FEB MAR APR MAY JUN JUL AUG
Contract Award
Specification Review
Design Review
Value Engineering
Site Preparation
Quality Planning
DATA DATEMILESTONE LIST & CHART
(PMBOK © Guide p. 130)
Milestone adalah Peristiwa yang diperlukan untuk bagian dari urutan aktivitas, untuk memastikan bahwa kebutuhan dalam memenuhi milstone(s) terpenuhi dengan tidak memiliki durasi (nol)
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10Pito Sumarno
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INPUT TOOLS & TECHNIQUES OUTPUT
11Pito Sumarno
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1. Precedence diagramming method (PDM)
Precedence diagramming method (PDM)
Activity Name
Duration
ES EF
LS LF
Activity Name
Duration
ES EF
LS LF
Activity Name
Duration
ES EF
LS LF
Activity Name
Duration
ES EF
LS LF
Activity Name
Duration
ES EF
LS LF
AON : Activity On Node
(PMBOK © Guide p. 132)
Metode yang menggunakan kotak atau rectangel sebagai Node dan sebagai aktivitas yang kemudian dihubungkannya dengan anak panah yang menunjukkan ketergantungan.
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2. Arrow diagramming method (ADM)
Arrow diagramming method (ADM)
Start
Finish
A
B
E
D F
C
AOA : Activity On Arrow
(PMBOK © Guide p. 133)
Metode yang menggunakan Anak panah sebagai aktivitas dan menghubungkannya dengan panah yang menunjukkan ketergantungan.
Meskipun kurang lazim dibanding dengan PDM akan tetapi teorinya masih digunakan dalam mengajarkan schedule network di beberapa aplikasi areas.
ADM hanya menggunakan jenis ketergantungan finish to start dan dapat dipakai untuk “Dummy” atau yang disebut aktivitas dummy, yang biasanya digambarkan dengan garis strip.
Pada kegiatan dummy tidak menggambarkan schedule aktivitas, maka tidak ada isinya dan nilainya durasi Zero.
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3. Schedule network tamplates
(PMBOK © Guide p. 133)
Project schedule network diagram template bisa digunakan untuk mempercepat persiapan network dari aktivitas schedule proyek.
Bisa termasuk seluruh proyek atau hanya bagian tertentu.
Bagian Schedule diagram network proyek sering digunakan sebagai sub network atau fragment network.
Contohnya: lantai pada high rise office building.
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4. Dependency determinationAda tiga jenis ketergantungan yang digunakan untuk menggambarkan urutan kegiatan :
Mandatory dependenciesKetergantungan Wajib yang tidak bisa dipisahkan dari wujud pekerjaan yang telah dilakukan. Ketergantungan wajib adalah juga dinamakan Hard Logic.
Discretionary dependenciesKetergantungan tidak wajib, biasanya ditentukan oleh tim proyek. Mempunyai kepedulian ( dan secara penuh di-dokumentasikan), Pada umumnya digambarkan berdasar pada pengetahuan : Best practise, dan yang tidak umum, dan biasanya dinamakan Prefered logic, Preferential logic, atau shoft logic.
(PMBOK © Guide p. 133)
External dependenciesKetergantungan eksternal yang melibatkan suatu hubungan antar aktivitas proyek dan yang bukan aktivitas proyek.
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5. Applying leads and lags
(PMBOK © Guide p. 134)
Tim manajemen proyek menetapkan ketergantungan (6.2.2.4) mungkin memerlukan lead atau lag dalam mengakuratkan hubungan secara logic.
Yang terkait dengan asumsi selalu didokumentasikan.
Lead membolehkan percepatan kegiatan yang mengikutinya (-lag).
Sedangkan Lag diarahkan pada perlambatan kegiatan yang mengikutinya. (+lag)
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Activity Relationships TypesActivity Relationships TypesActivity A
Activity B
Finish To Start
Activity AActivity B
Start To Start
Activity AActivity B
Finish To Finish
Activity A
Activity B
Start To Finish
Activity A
Activity B
Finish To Start
With Lag
FS + 7
Activity A
Activity B
Start To Start
With LagSS + 5
Activity A
Activity B
Finish To Finish
With LagFF + 3
Activity A
Activity B
Start To FinishSF - 2
With Lead = - Lag
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18Pito Sumarno
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Precedence Diagram Method (PDM)12 activities, 23 logic diagram
Arrow Diagram Method (ADM)12 activities and 2 dummies
Network
Begin
A B
C D E
H F G End
I
K L
J
Begin End
1
2
3
4
6
7
5
A B
DC
F
I
L
H
K
G
E
J
Pito Sumarno
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20Pito Sumarno
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CONTOH CPMCONTOH CPMCalculation Early dates, Late dates and Total Float Identify Critical Path.
Activity A
Duration= 5
Activity B
Duration=10
Activity C
Duration=15
Activity D
Duration= 8
Activity E
Duration=2
Activity FDuration=5
Activity G
Duration=5
FF + 2
SS + 5
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CONTOH CPMCONTOH CPMCalculation Early dates
Activity A
Duration= 5
Activity B
Duration=10
Activity C
Duration=15
Activity D
Duration= 8
Activity E
Duration=2
Activity F
Duration=5
Activity G
Duration=5
FF + 2
SS + 5
5
Foreward Pass
1
6 20
6 15
11 18 19 20
21 25
23 27
ES = Early Start = EF pred terbesar + 1EF = Early Finish = ES + OD – 1
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CONTOH CPMCONTOH CPMCalculation Early dates, Late dates
Activity A
Duration= 5
Activity B
Duration=10
Activity C
Duration=15
Activity D
Duration= 8
Activity E
Duration=2
Activity F
Duration=5
Activity G
Duration=5
FF + 2
SS + 5
5
Backward Pass
1
6 20
6 15
11 18 19 20
21 25
23 27
2723
21 25
21 2213 20
6 20
1 5
8 20
LF = Late Finish = ES suc – 1LS = Late Start = LF – OD + 1
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CONTOH CPMCONTOH CPMCalculation Early dates, Late dates, Total Float
Activity A
Duration= 5
Activity B
Duration=10
Activity C
Duration=15
Activity D
Duration= 8
Activity E
Duration=2
Activity F
Duration=5
Activity G
Duration=5
FF + 2
SS + 5
5
Backward Pass
1
6 20
6 15
11 18 19 20
21 25
23 27
2723
21 25
21 2213 20
6 20
1 5
8 20
Foreward Pass
00
0 0
2222
52
00
00
Critical Path
TF
TF = Total Float = ES suc – EF pred – 1 = Zero = Critical= LS – ES; LF – EF
FF = Free Float = LF – OD – ES ; FF is defined as the amount of time an activity can be delayed without delaying the early start of any immediately following activitiesFloat = Float or slack is a measure of scheduling flexibility.
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CONTOH BAR CHARTCONTOH BAR CHART
Bar Chart = Gantt Charts
Show tasks relative to time (activity start and end dates), expected duration, usually not show dependencies.
Relatively easy to read start/finish date and view progress
Most proper for the Management
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26Pito Sumarno
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INPUT TOOLS & TECHNIQUES OUTPUT
27Pito Sumarno
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INPUT TOOLS & TECHNIQUES OUTPUT
28Pito Sumarno
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29Pito Sumarno
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30Pito Sumarno
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PERT Duration CalculationPERT Duration CalculationFor a singgle Activity (Tree-Point For a singgle Activity (Tree-Point
Estimates)Estimates)
Most Likely
(Used in original CPM calculation)
PERT Weighted Average =
Optimistic + 4 X Most Likely + Pessimistic
6
Optimistic Pessimistic
Beta Distribution
Higher
LongerShorter
Lower
Probability of Occurrence
Possible Durations
Jack R. Meredith, Samuel J. Mantel,JR, Project Management, p. 344
TE
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INPUT TOOLS & TECHNIQUES OUTPUT
32Pito Sumarno
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33Pito Sumarno
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34Pito Sumarno
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.3. Schedule compression
Normal Operation
All Activity Crash
Minimum Cost Total Crash
Program completion Time, Weeks
Prog
ram
Cos
t ( $
/ ID
R )
Crash
0
Increase cost
Compression (With Crashing)Compression (With Crashing)
Tools : Duration Compression
Crashing : Doing anything to reduce the schedule completion of the project .
The rule in implementing Crashing are :a. Crash on Critical Pathb. Crash Critical Activities
whose have cheapest cost
(PMBOK © Guide p. 145)
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Start
Design Detail Check Purchase Material
Start Mfg
Design Detail Purchase Material
CheckCompression
Tools : Duration Compression
2. Fast TrackingActivities that schedule sequence are scheduled to be done with some overlap.
Hints : a. Leads, b. Logic relationship.
Compression (With Fast Tracking)Compression (With Fast Tracking)
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FormulasES = Early Start = EF pred terbesar + 1EF = Early Finish = ES + OD – 1LF = Late Finish = ES suc – 1LS = Late Start = LF – OD + 1TF = Total Float = ES suc – EF pred – 1 = Zero = Critical
= LS – ES; LF – EFFF = Free Float = LF – OD – ES ; FF is defined as the amount of time an activity can be delayed without delayingthe early start of any immediately following activities.Float = Float or slack is a measure of scheduling flexibility.OD = Original DurationPred = Predecessor (yang mendahului)Suc = Successor (yang mengikuti)
Bwpas = LF(1) akhir = EF akhir LF(2) = LS suc terbesar – 1 Bwpas = LF(1) require = EF akhir LF(2) = LS suc terbesar – 1 CPM (Critical Path Method) : Determine the group of activities that cannot be delayed without delaying the
completion date for the entire project.
In order to find :1. Early Dates: By forward Pass Calculation2. Late Dates : By Backward Pass Calculation 3. Total Float : By substract early dates from late dates4. Total float is belong to entire string of activities Not to an individual activity
Primavera Inc, summarized by Pito.S
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38Pito Sumarno
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WEEK 1 WEEK 2 DESCRIPTION WEEK 3 WEEK 4
Activity-1
Activity-2
Activity-4
Activity-3
Activity-5
Activity-6 40Pito Sumarno
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41Pito Sumarno
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42Pito Sumarno
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CONTOH PERT CHARTCONTOH PERT CHARTProgram Evaluation and Riview TechniqueNetwork Diagram
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CONTOH ARROW DIAGRAMCONTOH ARROW DIAGRAM
123
I7
36
6
8
5
133
8 138
420
3
32 3632
2323
23
2323
H
G
F
E
D
C
BA
58
2
10
11
7 9
40
Red color : Identified CPM (Critical Path Method)
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CONTOH BAR CHARTCONTOH BAR CHART
Bar Chart = Gantt Charts
Show tasks relative to time (activity start and end dates), expected duration, usually not show dependencies.
Relatively easy to read start/finish date and view progress
Most proper for the Management
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.5. Resource leveling
1 2 3 4 5
b
a
c
activ
ity
Days
1 2 3 4 5
b
a
c
activ
ity
Days
1 2 3 4 5
4
6
2
Wor
kers
Days
8a
c
b
c
bc
1 2 3 4 5
4
6
2
Wor
kers
Days
8
c
a b
a
b
c1
3
2
4
Sebelum Resource Leveling
Setelah Resource Leveling
Jack R. Meredith, Samuel J. Mantel,JR, Project Management, p. 401
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INPUT TOOLS & TECHNIQUES OUTPUT
47Pito Sumarno
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Schedule Control FlowSchedule Control Flow
Progress Monitoring
Schedule Assessment
Variance Analysis
Corective Action
Replanning
Forecasting
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Schedule AssessmentSchedule Assessment
Update Progress
Impact Completion
Date
Review Critical & Next Critical
Activities
Prepare Report
Schedule
Variance report
Variance Analysis
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Progress MonitoringProgress Monitoring
Progress Progress Progress Progress
Agregate Progress
ApprovedSchedule
AssessmentYesNo
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How to Improve ProgressHow to Improve Progress Tingkatkan Productivity
Tingkatkan/tambah Manpower
Kerja Overtime
Kurangi Scope of Work bila memungkinkan
Subcontracting sebagian dari pekerjaan
Fast-Tracking
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Earned Value Analysis
JutaIDR%
2000 100
1800 90
1600 80
1400 70
1200 60
1000 50
800 40
600 30
400 20
200 10
0 0 3 6 12 25 35 52 75 85 95 98 99 100 %
1 2 3 4 5 6 7 8 9 10 11 12 13
Month
Planned Value (PV)(BCWS)
Actual Cost (AC)(ACWP)
Cos
t
Data Date
Projected Budget Completed
Projected Time Completed
Schedule Overrun
Cost Overrun
Work Performed (EV)(BCWP)
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53Pito Sumarno
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MANAJEMEN WAKTU/JADWAL PROYEKMANAJEMEN WAKTU/JADWAL PROYEK
TERIMA KASIHTERIMA KASIH
Pito Sumarno