project planning
DESCRIPTION
Project Planning. Management Processes. Planning Organizing Actuating Controlling. Planning Cycle. OK. Evaluation. Planning. Actuating. Feedback. Benefit of Planning. Reduce Uncertainty Key to success Increase effectiveness and efficiency Starting point for controlling. - PowerPoint PPT PresentationTRANSCRIPT
Benefit of Planning
Reduce Uncertainty Key to success
Increase effectiveness and efficiency
Starting point for controlling
Type of Planning
Strategic Corpr/Bus Top Uncertain
Tactical Functional Middle Probabilistic
Action Opr’tional Opr’tional Deterministic
Type Scope Mgt.Level Bus.Environmet
Strategic LinkagesCorporate Strategy
Business Strategy
Functional Strategy
Operation/Production Management
Management Level
Corporate/Business
Business/Functional
Operational
Middle
Top
Operational
Attention of Organizational Level
Org. Level Mgt Level Performance Org. Focus Mgt. Attn
Corporate Top Return Gov.Structue Fiscal
Business Middle Market Share Process Market Cust.Satisfactn
Operation Operational Efficiency Work Process Productivity
Corporate Strategy
Scope : Corporate/ Enterprise Objectives : Growth Performance : ROI/RONA/ROE….. Formulation :
Penetration Market Development Product Development Diversification
Ansoff Strategy
Product EXISTING NEW
NEW
EXISTING
PENETRATION PROD. DEV
MARKT. DEV DIVERSIVICATION
Ma
r
ke
t
Business Strategy
Scope : SBU Objective : Competitiveness Performance : Market Share Formulation:
Cost Leadership Differentiation Focus
Functional Strategy
Scope : Business Function Objective : Competitive Priority
Performance : Target Cost
Operation Strategy
Scope : Production/operation Objective : Competitive Priority Performance :
Quality Cost Delivery Flexibility Safety
Example of Operation Objective
QUALITY
TAHUN INI 5 TAHUN YAD KOMPETITOR
Kepuasan konsumen 75 % 85 % 75 %Persentase scrapdan reject 15 % 5 % 10 %Biaya garansi ( % penjualan) 1 % 0.5 % 1%
COST
COGM ( % COGS ) 55 % 45 % 50%ITO 41 x 52 x 50
x
Example of Operation Objective
DELIVERY
TAHUN INI 5 TAHUN YAD KOMPETITOR
Fill Rate 90% 95% 95%Lead Time (minggu ) 3 1 1
FLEXIBILITYWaktu untuk 10 bulan 6 bulan 8 bulanmengenalkan produk baruWaktu perubahan kapasitas 3 bulan 3 bulan 3 bulan
Operational Management
Scope : Production/Operation
Objective : EfficiencyPerformance:
Quality Cost Delivery Flexibility Safety
Basic Concept of Planning
Description of activities to achieve the setting objective
Objective
Activity A Activity B….Activity N
Activity
Realistic Complete and Exhaustive
Need Resources(Time, Man, Machine, Material
Money)
Basic Activity Non Basic
Project Scheduling
Jadwal Induk Jadwal Rinci ( Master Schedule) (Working Schedule)
Managerial Operational
Good Schedule
Easy to understand Detail Non conflicting Reliable Concordance with available
resources Identify critical activity and path
Step in Scheduling
Understand the objective Identify Activity/Task Estimate time for each activity Identify dependability among
activities Schedule activities concordance
with: due date resources
Scheduling With CPM
Identify Activity/Task Estimate time for each activity Identify dependability among
activities Make Network diagram Identify critical path Make schedule:
Forward Pass (Maju) Backward Pass (Mundur)
Work Breakdown Structure
Systematic approach to define the total project in such away that all elements have the proper relationship to each other and no elements is overlook.
PBS Chart is created by starting at the top level-elements, which identifies the total project, and breaking out the major and natural elements of the project at the next lower level.
Project Breakdown Structure
The structure of hierarchical physical components starting from total
project to basic elements
X
A CB
B1 B2
Level 0
Level 2
Level 1
Level n
Step in Developing PBS Develop the initial PBS in top down fashion Review and revise the completed PBS with all
affected managers and specialist, until agreement is reached on its validity
Identify work control package to be planned, estimated, budgeted, scheduled, and controlled
Identify for each PBS element down to and including each work package: responsible, product specification, contractors and supplier, resources, work order, cost account number and miles stone
Evaluate the results to identify problems and initiate corrective action.
Project Breakdown Structure
The structure of hierarchical components starting from total
project to basic elements
X
A CB
B1 B2
Level 0
Level 2
Level 1
Level n
S
S1
E1
Work Breakdown Structure
Systematic approach to define the total project in such away that all elements have the proper relationship to each other and no elements is overlook.
PBS Chart is created by starting at the top level-elements, which identifies the total project, and breaking out the major and natural elements of the project at the next lower level.
CPM Method
Sistem Notasi : Arrow System Node System
Arrow System: Activity :
Dummy Activity:
Event :
Rule of Network Diagram
1. Suatu Asktivitas hanya dapat dimulai apabila aktivitas yang mendahuluinya ( predecessor) telah selesai
2. Diantara 2 event yang sama hanya boleh digambarkan sebuah anak panah
3. Hanya ada satu initial event dan sebuah terminal event
4. Panjang pendek anak panah tidak memiliki arti
5. Penomoran dari kecil kebesar
Critical path
Notation ES: Earliest Starting time EC: Earliest Completion time LS: Latest Starting time t : Activity duration
Rule 1 Unless otherwise stated, the starting
time of a project is set equal ti time zero. Taht is, the firs node, node 1, inthe network has an ES of zero, thus : ES(1)=0
Rule 2 ES for any activity for any node
( activity j) is equal to the maximum of the EC of immediate predecessor of the node:ES(i) = Max{EC(j)} for j P(i)
P(i) ={set of immediate predecessors of activity
Rule 3 EC of activity i is the activity’s ES
plus its estimated time, ti EC(i) = ES (i) + ti
Rule 4 EC of a project is equal to the ES of
every last noden, in the project network. EC ( Project)= EC(n)
•Rule 5
Unless the LC of a project is explicitlyspecified, it is set equql to the EC of the project. This is called the Zero project slack convention
LC ( Project)= EC(Project)
•Rule 6If a desired deadline, Tp is specified for aproject, then LC ( Project = Tp
•Rule 7LC for activity j is the smallest of the latest start time of activity’s immediate successors.LC(j)= Min i S(j)where S(j)={ immediate successors of activity j}
•Rule 8LS for activity j is LC minus activity time:LS(j)=LC(j)-ti
Forward Pass
1 54
3
2 6 7A(6) B(3) D(6) E(3) F(3)
C(6)
00
12
6 9
1218 21 24
6
6
12
12 18 21 24
Forward Pass
1 54
3
2 6 7A(6) B(3) D(6) E(3) F(3)
C(6)
2424212118181212
12
1212
6
9
600
Critical Path
Path with least slack in the network diagram
The longest path in the network diagram
Slack
Total Slack (TS) Amount of time an activity may be
delayed from its ES without delaying the EC of the project
TS(j)=LC(j)-EC(j) or TS(j)=LC(j)-ES(j)
Free Slack (FS) Amount of time an activity may be
delayed from its ES without delaying the starting time of any of its immediates predecessor
FS(j)= Min{ES(i)}-EC(j)
Critical Path
1 54
3
2 6 7A(6) B(3) D(6) E(3) F(3)
C(6)
2424212118181212
12
1212
6
9
600
S CurveActivities Schedule Budget
3 6 9 12 15 18 21 24 (Juta Rp)
A 5 5 10
B 20 20 C 9 9 18 D 6 6 12 E 25 25 F 15 15
% Penyerapan 5 5 29 9 6 6 25 15
% Kumulatif 5 10 39 48 54 60 85 100
Rp Penyerapan 5 5 29 9 6 6 25 15