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Universitas Gunadarma
25 April 2017
• S1 Teknik Komputer
• Port Folio: IT Consultant, Project Management, SOP
• Working experiences:
1. PT Prosys Bangun Nusantara;
2. PT Alcatel Indonesia;
3. PT EB Connection;
4. PT HP Indonesia;
5. PT Multi Media Arto Sentosa (now)
• Projects: Grand Indonesia, Chevron Oil Company, PT. Telkom (SDP
Project, Seat Management), PT. TGI, PT. PGN
Agenda
• Introduction
• PM Basic Concept
• Microsoft Project as a tools for PM
• Q&A
What is Project Management…. ?
SISTEM
CC & B • Money
Project Definition Tender Proccess
Planning Activity
Product Study & Survey
Procurement Plan
Technical Requirement
Human Resources Plan
Installation
Project Organizing & Staffing
Hardware & Software
Evaluation Criteria
Terms of Payment
Training
Definable
Vendor Invitation
Proposal Negotiation
specification
Vendor Selection Activity
Contract
Vendor Asignment
• Initiating;
• Planning;
• Executing;
• Monitoring and
Controlling;
• Closing
Three Most Important Factors (PM Triangle) on Project
Management
Time : is a crucial factor which is uncontrollable. On the other
hand, failure to meet the deadlines in a project can create
adverse effects.
Project
Scope
WBS Sample
Project Time Management
§ The processes required to manage the timely completion of the project, as follows :
§ Plan Schedule Management
§ Define Activities
§ Sequences Activities
§ Estimate Activity Resources
§ Estimate Activity Duration
§ Develop Schedule
§ Control Schedule
Define Activities, Milestone, Activity Sequence
§ Activity List
§ A comprehensive list of all schedule activities that are planned to be performed on the project
§ Helps project team members to understand what work is to be performed
§ Milestone
§ A significant point or event in the project
§ An event that is possibly restraining future work or marking the completion of a major
deliverable
§ A schedule milestone has zero duration
§ Sometimes called a milestone activity
§ Activity Sequence
§ Identifying and documenting dependencies among schedule activities
§ Precedence Diagram Method, is a technique used for constructing a schedule model in a
which activities represented by node and linked by one or more logical relationship
Estimate Activity Resource
§ Resource requirements:
• What resources (persons,
equipment, or materials)
• What quantities of each
resource will be used
• When each resource will be
available to perform project
activities
Estimate Activity Duration
§ Analogous Estimating
§ Using the actual duration of previous, similar schedule activity as the basis for estimating
the duration of future schedule activity
§ Parametric Estimating
§ The estimating which quantitatively determined by multiplying the quantity of work to be
performed by the productivity rate
§ Three-Point Estimates
§ An Activity duration estimate can be constructed by involving three estimated duration
(Optimistic, Pessimistic, Most Likely) using statistical methods, such as: PERT (Program
Evaluation & Review Techniques)
§ PERT calculates Expected activity duration:
§ Expected = (Optimistic + (4 * Most Likely) + Pessimistic) / 6
Developing Schedule
§ Identifies the scheduling method and tools used to
create the schedule, and how the schedule is to be
calculated
• Critical Path Method (CPM) – Precedence Diagram
• Baseline Project Schedule
• Actual Project Schedule
• Schedule Compression
• Scheduling Tools
Critical Path and Float Identification
Backward calculation
5 7 8 8
4 A20 A30 8
1 2 3 days 1 day 7 9 13
A10 3 5 6 6 A60
2 days 5 days
3 6 7 8
1 2 2 A40 A50 8 9 13
4 days 2 days 9
3 6 7 8
Forward calculation
Critical Path and Float Identification
5 7 8 8
4 A20 A30 8
1 2 3 days 1 day 7 9 13
A10 3 5 6 6 A60
2 days 5 days
3 6 7 8
1 2 2 A40 A50 8 9 13
4 days 2 days 9
3 6 7 8
critical path
Forward calculation
Time Scheduling - Gantt Chart
Critical Path
§ Critical Path
§ Generally - not always - the sequence of schedule activities
that determines the duration of the project. Generally, it is the
longest path through the project.
§ Critical Path Method
§ Used to determine the amount of scheduling flexibility (the
amount of float) on various logical network paths in the project
schedule network, and to determine the minimum total project
duration.
CPM (Critical Path Method)
Cost Management
• Cost Estimating :
Developing an estimate (approximation) of the costs of the
resources needed to complete project activities
• Cost Budgeting :
Allocating the overall cost estimates to the individual work
items in order to establish a cost baseline for measuring
project performance
Cost Management
Cost Baseline, Expenditures, and Funding Requirements
Earned Value, Planned Value, Actual Cost
§ Earned Value Management (EVM) is a methodology that combines scope schedule, and resource
measurement to assess project performance and progress.
§ Planned Value (PV)
§ Earned Value (EV)
§ Actual Cost (AC)
Variance from the approval baseline will also be monitored :
§ Schedule Variance (SV) = EV – PV
§ Cost Variance (CV) = EV – AC
§ Schedule performance index (SPI) = EV/PV;
§ SPI <1 : behind schedule; SPI=1 : on schedule SPI>1 : Ahead Schedule
§ Cost Performance index (CPI)=EV/AC
§ CPI <1 : over planned cost; CPI=1 : on planned cost; CPI > 1 : Under Planned cost
Earned Value, Planned Value, Actual Cost
Project Quality Management
§ Process and activities of the performing organization that determine quality policies, objectives,
and responsibilities so that the project will satisfy the needs for which it was undertaken. So
that works to ensure that the project requirement are met and validated.
§ Plan Quality Management
§ Perform Quality Assurance
§ Control Quality
§ The outputs are:
§ Quality management plan
§ Quality metrics
§ Quality checklists
§ Process improvement plan
§ Project document updates
QA (Quality Assurance) Vs. QC (Quality Control)
• Project risk has its origins in the uncertainty present in all projects:
§ Known risks are those that have been identified and analyzed,
making it possible to plan responses for those risks. Known risks
that cannot be managed proactively, should be assigned a
contingency reserve.
§ Unknown risks cannot be managed proactively and therefore may
be assigned a management reserve.
• A negative project risk that has occurred is considered an issue.
Type of Risk
• Risk Avoidance: changing the project plan to eliminate the risk or
condition or to protect the project objectives from its impact.
100% 0%
Suggested risk Owner (client)
allocation contractor
0% 100%