Date post: | 02-Jan-2016 |
Category: |
Documents |
Upload: | oleg-garcia |
View: | 28 times |
Download: | 0 times |
3
PROJECT CONTROLThe process of keeping the project on target and
as closeto plan as feasibly posible is the subject control :1.Planning concentrats on setting goals and direction, control
guides the work toward those goals.2.Planning allocate resources,control ensures effective on
going utilization of those resources, 3.Planning antisipates the problems,control corrects the
problems.4.Planning motivates participants to achieve goals,control
rewards achievement of goals.THE CONTROL PROCESSThe process is achieved in three phases, setting performance
standards, comparing this standards with actual performance, then taking necessary correction action.
INFORMATION MONITORING1.Data collecting2.Information reporting
4
EVALUASI PROYEKDalam kegiatan proyek ,Proyek Manajer harus
melakukan :1. Pengecekan kegiatan2. Melakukan evaluasi3. Melakukan koreksisehingga pencapaian proyek (jadwal, biaya, prestasi fisik) dapat dijaga sesuai target.METODA EVALUASI PROYEK1.Formative Evaluation Dilakukan selama perjalanan proyek2.Summary Evaluation Dilakukan setelah proyek selesaiINFORMASI UTAMA DALAM EVALUASI
PROYEK1.Graphics (Chart & Tabel)2.Laporan (Lisan & Tulisan)3.Observasi4.Review Meeting
5
Controlling Cash1. Control during the life of projecek : plan, publish,
measure, compare, report, forecast, and correct.2. Budget preparation : data collection, WBS, cost centre
codes, 3. System budget : budget , commited cost, actual cost.
Budgeted cost – Committed cost = Variance
Negative Variance means that :4. Poor control5. Extra unbudgetted works was included6. Some activity cost were underestimated
6
PERFORMANCE ANALYSIS1. Analisis Biaya dan Jadwal menggunakan Nilai Hasil a.Budgeted Cost of the work scheduled (BCWS) yaituJumlah anggaran yang disediakan untuk menyelesaikan
kegiatan yang telah ditargetkan b.Actual Cost of the work Performed (ACWP) yaituJumlah biaya aktual dari pekerjaan yang telah dilaksanakan
c. Budgeted Cost of the work Performed (BCWP) yaitu :Jumlah dana yang telah dikeluarkan untuk menyelesaikan
kegiatan yang telah ditargetkanVariance AnalysisAV = BCWS – ACWP (Accounting Variance)CV = BCWP – ACWP (Cost Variance) SV = BCWP – BCWS (Schedule Variance)TV = SD – BCSP (Time Variance) SD = Status date (ex. : week 20) BCSP = The date where BCWS = BCWP
7
VarianceVariance menunjukkan besarnya penyimpangan yang terjadi pada suatu titik waktu/saat pelaporan.
Variansi Biaya (Cost Variance) = BCWP – ACWPVariansi Jadwal (Shedule Variance) = BCWP – BCWS
Varians Jadwal Varians Biaya Keterangan
Positif Positif Pekerjaan lebih cepat dari jadwal & biaya < anggaran
Nol Positif Pekerjaan tepat jadwal & biaya < anggaran
Positif Nol Pekerjaan lebih cepat dari jadwal & biaya = anggaran
Nol Nol Pekerjaan tepat jadwal & biaya = anggaran
Negatif Negatif Pekerjaan lebih lambat dari jadwal & biaya > anggaran
Nol Negatif Pekerjaan tepat jadwal & biaya > anggaran
Negatif Nol Pekerjaan lebih lambat dari jadwal & biaya = anggaran
Positif Negatif Pekerjaan lebih cepat dari jadwal & biaya > anggaran
8
Schedule variance(time)
ForecastProject
Time slip
NOWPlanned
completion
Cost variance
Schedule Variance(cost)
ForecastCost
Over run
BAC
BCWS
ACWP
BCWP
9
0 4 8 12 16 20 24 28 32
100
75
50
25
0
800
600
400
200
0 J F M A M J J A S O N D
AWAL AKHIRRealisasi
Anggaran
Varian
Kurva ‘ S ” Varian
10
Variansi Biaya (Cost Variance) = BCWP – ACWPVariansi Jadwal (Shedule Variance) = BCWP – BCWS
ACWP = Actual Cost of Work PerformedBCWP = Budgeted Cost of Work PerformedBCWS = Budgeted cost of Work Schedule
Uraian Jan Feb Mar Apr Mei Jun Jul AgtAnggaran BCWS
60 140 280 480 660 870 1020 1080
Pengeluaran ACWP
50 210 410 640 840 750 890 950
Nilai Hasil BCWP
40 100 210 380 530 660 900 880
Varinsi Biaya -10 -110 -200 -260 -310 -90 10 -70Variansi Jadwal -20 -40 -70 -100 -130 -210 -120 -200
11
PERFORMANCE ANALYSIS (Continued)2.Technical AnalysisNilai aktual parameter teknis (yg didapat dari estimasi,
pengukuran analitis, dan tes empiris) harus dibandingkan dengan parameter teknis yang diinginkan, untuk mengevaluasi dan mengukur perbedaan antara pencapaian dan keinginan (sasaran).
3.Performance IndexKinerja suatu proyek dapat diukur menggunakan Indeks
Kinerja (performance index) :Indeks Kinerja Jadwal (Schedule Performance Index)
SPI = BCWP/ACWPSPI < 1 berarti Waktu Pelaksanaan > Jadwal
Indeks Kinerja Biaya (Cost Performance Index)CPI = BCWP/ACWPCPI < 1 berarti Pengeluaran > Anggaran.
12
PERFORMANCE ANALYSIS (Lanjutan)Untuk mengetahui sampai sejauh mana pelaksanaan proyek
telahdilaksanakan,dilakukan dengan menghitung CRITICAL RATIO
(CR)
Actual Progress Budgeted Cost CR = ---------------------- x ------------------- Scheduled Progress Actual Cost
JIKA : CR = 1 Proyek kemungkinan selesai sesuai targetCR ≠ 1 Proyek memerlukan penanganan untuk
memonitor dan mengendalikan proyek
Forecasting “To Complete” and “At Completion” FCTC (Forecasted Cost To Complete Project) BCAC - BCWP
= ------------------- BCAC = budgeted cost at completion
CPI for the project FCAC (Forecasted Cost at Completion)
= ACWP + FCTC
13
RevisedCompletiondate
Status Date (SD)
BCWS
ACWP
BCWP
Forecasted ACWP
BCAC
FCAC
FCTC
Forecasted BCWP
20 5047
Initial target date
19
The Project Completion = 20 + (47-19)/SPI
15
KEGIATAN
KEGIATAN YANG MENDA-HULUI
DURASI (MINGGU)
BIAYA LANGSUNG
PER MINGGU ($K)
PENYELE -SAIAN
KEGIATAN DLM (%)
BIAYA YANG TELAH DIBELANJAKAN
($K)
A - 10 10 100 100
B A 8 8 100 72
C A 6 18 100 96
D C 4 4 100 20
E C 2 18 100 40
F C 4 21 100 70
G B 4 20 50 50
H B 5 10 50 100
I B,C 5 12 10 12
J E 5 16 0 0
K F 4 0 0 0
L G 3 0 0 0
M J 3 0 0 0
N H,L 3 14 0 0
O D,K 3 16 50 60
P N 5 12 0 0
Q O 2 12 0 0
R I,P,Q 8 13 0 0
S M,R 6 11 0 0
620
16
Pertanyaan :
1. Buatkan rencana biaya dan jadwal proyek dengan menggunakan gambar Network dan Bar Chartnya.
2. Setelah proyek berjalan 30 minggu, apa komentar saudara yang meliputi (AV, SV dan CV) serta berapa FCAC (Forecasted Cost At Completion).
Basic Project Control Steps
• Define the project scope• Develop a project plan consistent with:
– project scope– estimates (cost constraints)– schedule (constraints– resources available
• Report progress and compare with budget and forecast• Control by taking corrective action
18
Risk Management:
• Risk Identification• Risk Quantification• Risk Response Development• Risk Response Control
20
Project Closeout - Major Phases
• Obtain client acceptance• Document the project• Conduct the post implementation audit• Issue the final report
23
FOUNDATION IN PROJECT MANAGEMENT
• Start the project with a strong foundation. The templates and checklist (clear goals, effective communication, and management support)
• The project proposal , • Project sponsor can use the charter template to formally authorize• the project and project manager.• The statement of work represents the formal agreement between• project stakeholders about the goals and constraints of the project.• The responsibility matrix clarifies the role and authority of each• project stakeholder.• Effective communication ,Use the communication planning matrix to identify
who needs what information and how you’ll be sure to get it to them• As you initiate the project, use the definition checklist to guide the team
28
Project Proposal (Project name, Sponsor, Project Manager, Prepared by,Revision History)
• Project Goal ,Problem/Opportunity Definition ,Proposed Solution• Project Selection and Ranking Criteria• Project benefit category: ❑ Compliance/regulatory Efficiency/cost reduction❑ ❑ Revenue increase• Portfolio fit and interdependencies• Project urgency• Cost-Benefit Analysis• Tangible Benefits (Benefit ,Value and probability,Assumptions driving value)• Intangible Benefits (Benefit,Value and probability,Assumptions driving value)• Cost Categories (Internal labor hours ,External costs,Equipment, hardware, or software,List other
costs such as travel and training)• Financial Return• Business Requirements(Scope,Major project activities,Out of scope activities that are critical to
the success of the project• Major Obstacles ,Risks ,Schedule Overview Estimated Project Completion Date ,Major Milestones
,External Milestones Affecting the Project,Impact of Late Delivery
29
Project Management Context:
• Project Phases and Life Cycle• Stakeholders• Leadership Skills• General Management Skills• Communications Skills
30
Project Phases and Life Cycle:
• Divide Project into Phases• Better Management Control• Review Deliverables and Performance• Fast-tracking
31
Example of Project Phases:
• Conceptual Design• Detailed Design• Coding and Testing• Training and Documentation• Deployment
32
Stakeholders:
• Individuals and Organizations• Actively Involved in Project• Interests Affected by Project
33
Leadership Skills:
• Vision and Strategy• Establishing Direction• Aligning People• Communicating• Negotiating• Motivating and Inspiring• Influencing Organizations• Overcoming Barriers to Change
34
General Management Skills:• Planning• Finance and Accounting• Personnel Administration• Technology• Organizational Development• Delegation• Team Building• Conflict Management• Solving Problems
35
Communications Skills:
• Writing• Listening• Speaking• Presenting• Media Relations• Meeting Management
36
Scope Management:
• Initiation• Scope Planning• Scope Definition• Scope Verification• Scope Change Control
37
Management activities• Proposal writing• Project planning and scheduling• Project cost• Project monitoring and review• Personnel selection and evaluation• Report writing and presentations
38
Communications Management:
• Communications Planning• Information Distribution• Performance Reporting• Administrative Closure
40
Key Inputs, Tools & Techniques, and Outputs:
• Communications Management Plan• Project Records• Performance Reports• Change Requests• Project Archives• Formal Acceptance• Lessons Learned
41
42
Key Inputs, Tools & Techniques, and Outputs:
• Risk Management Plan• Checklists• Contingency Plans• Reserves• Contractual Terms
Risk Management:
• Risk Identification• Risk Quantification• Risk Response Development• Risk Response Control
43