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PROJECT TIME PROJECT TIME MANAGEMENTMANAGEMENT

Ir. AGUNG NUGROHO, M.Kom

Teknik Elektro FT UNDIP

OVERVIEWOVERVIEW

What is A Project?A temporary endeavor undertaken to create a unique product, service, or result

(PMBOK, Third Edition)Temporary

Progressive Elaboration

Unique Deliverable

OVERVIEWOVERVIEW

Four Basic Type of Project

Project

Work

ProductCRAFT INTELECT

PHYSICAL (VISIBLE)

Physical-Craft Physical-Intellect

NON-PHYSICAL (INVISIBLE)

Non Physical -Craft

Non Physical - Intellect

OVERVIEWOVERVIEW

Project Management Process

Project Management Process menurut PMBOK@ Guide 2000 Edition

Project Management Process menurut PMBOK@ Guide Third Edition

OVERVIEWOVERVIEW

Project Management Knowledge AreaProject Management Knowledge Area

1. Project Integration Management2. Project Scope Management3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resources Management7. Project Communication Management8. Project Procurement Management9. Project Risk Management

OVERVIEWOVERVIEW

How to Achieve Project Success?By balancing stakeholders’ competing demands for :

Time

Scope

Quality

Cost

Process required to accomplish timely completion of the project

Activity DefinitionActivity SequencingActivity Resources EstimatingActivity Duration EstimatingSchedule DevelopmentSchedule Control

PROJECT TIME MANAGEMENTPROJECT TIME MANAGEMENT

1. Activity Definition

2. Activity Sequencing

3. Activity Resource Estimating

4. Activity Duration Estimating

5. Schedule Development

6. Schedule Control

PROJECT TIME MANAGEMENTPROJECT TIME MANAGEMENT

PR

OC

ES

S F

LO

W D

IAG

RA

MP

RO

CE

SS

FL

OW

DIA

GR

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The process of identifying the specific schedule activities that need to be performed to produce the various deliverables

Inputs

q Enterprise environmental factors

q Organizational process assets

q Project scope statement

q Work breakdown structure

q WBS dictionary

q Project management plan

Outputs

q Activity list

q Activity attributes

q Milestone list

q Requested changes

Tools & Techniques

q Decomposition

q Templates

q Rolling wave planning

q Expert judgment

q Planning component

1. ACTIVITY DEFINITION1. ACTIVITY DEFINITION

Defining the schedule activities involves identifying and documenting the work that is planned to be performed

1.1. DecompositionDecomposition WBS

2.2. TemplatesTemplates

3.3. Rolling Wave PlanningRolling Wave Planning (Progressive Elaboration Planning where the work to be accomplished in the near term is planned in detail at a low level of WBS, the work far in the future is planned for WBS components that are at relatively high level of the WBS)

4.4. Expert JudgmentExpert Judgment

5.5. Planning ComponentPlanning Component

ACTIVITY DEFINITION : ACTIVITY DEFINITION : TOOLS & TECHNIQUETOOLS & TECHNIQUE

Identifying and documenting the logical relationships among schedule activities.

Inputs


q Activity list


q Milestone list

q Approved change requests

Outputs

q Project schedule network diagrams

q Activity list (updates)

q Activity attributes (updates)

q Requested changes

Tools & Techniques

q Precedence diagramming method (PDM)

q Arrow diagram method (ADM)

q Schedule network templates

q Dependency determination

q Applying leads and lags

2. ACTIVITY SEQUENCING2. ACTIVITY SEQUENCING

ACTIVITY SEQUENCINGACTIVITY SEQUENCING

Identifying and documenting interactivity dependencies

Activities must be sequenced accurately in order to support later development of a realistic and achievable schedule

can be performed with the aid of a computer or with manual techniques

1. FINISH TO START (FS) : the initiation of successor depends upon the completion of the predecessor

2. START TO START (SS) : the initiation of successor depends upon the initiation of the predecessor

3. FINISH TO FINISH (FF) : the completion of successor depends upon the completion of the predecessor

4. START TO FINISH (SF) : the completion of successor depends upon the initiation of the predecessor

TYPES OF SEQUENCESTYPES OF SEQUENCES

Activity A Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

1.Mandatory Dependencies (Hard Logic). Inherent in the nature of the work being done. (eq. You must design before you can construct)

2.Discretionary Dependencies (Preferred, Preferential or Soft Logic). Based on experience, desire or preference.

3.External Dependencies. Based on the needs or desires of party outside the project. (eq. Government or suppliers)

TYPES OF DEPENDENCIESTYPES OF DEPENDENCIES

LAGS AND LEADSLAGS AND LEADS

LAGS Inserted waiting time between task For example: You must wait three days after pouring

concrete before you can construct the frame for a house Relationship : FS + 3: 3 days of Lag

LEADS Designated number of time of periods subtracted from start

or finish the activity. For example: Activity B start 2 days before the activity A

Complete Relationship : FS-2 : 2 days of lead

Arrow Diagramming Method (ADM) Arrow Diagramming Method (ADM) or Activity On Arrow (AOA) or Activity On Arrow (AOA) (1/2)(1/2)

A10 A20

A30

A40

A50 A60

Initial Design

10 days

Draft Drawing

20 days

Run Simulation

15 days

Final Design

10 days

•Only Finish to Start relationship between task

•May use dummies activity as inserted simply to show dependencies between tasks. They do not require work or take time

Arrow Diagramming Method (ADM) Arrow Diagramming Method (ADM) or Activity On Arrow (AOA) or Activity On Arrow (AOA) (2/2)(2/2)

Precedence Diagramming Method (PDM) Precedence Diagramming Method (PDM) or Activity On Node (AON) or Activity On Node (AON) (1/2)(1/2)

Activity Name

Duration

LS LF

ES EF

Activity Name

Duration

LS LF

ES EF

A110 Initial Design

10 days

A120 Draft Drawing

20 days

A130 Run Simulation

15 days

A140 Final Design

10 days

Notes:

LS : Latest Start

LF : Latest Finish

ES : Early Start

EF : Early Finish

Precedence Diagramming Method (PDM) Precedence Diagramming Method (PDM) or Activity On Node (AON) or Activity On Node (AON) (2/2)(2/2)

Inputs



q Activity list


q Resource availability


Outputs

q Activity resource requirements


q Resource breakdown structure

q Resource calendar (updates)

q Requested changes

Tools & Techniques

q Expert judgment

q Alternatives analysis

q Published estimating data

q Project management software

q Bottom-up estimating

3. ACTIVITY RESOURCES 3. ACTIVITY RESOURCES ESTIMATINGESTIMATING

Determining what resources (manpower, equipment, material) and what quantity of each resource will be used, when each resource will be available

What type of resources and in what quantities Those obtain from staff acquisition and procurement. Involves:

Manpower Direct or indirect Internal or outsource

Material Direct: hardware or software Indirect: consumables, supplies

Subcontract Information

RESOURCES REQUIREMENTRESOURCES REQUIREMENT

What resources, what quantities, and when needed Resources : People, Equipment, Materials Involves:

Review WBS Identify available Review historical information Review organizational policies Quantity resources requirement by task Develop plan what type of resources are needed,

what numbers, when

RESOURCES ESTIMATINGRESOURCES ESTIMATING

Inputs




q Activity list



q Resource calendar


Outputs

q Activity duration estimates


· Risk register

· Activity cost estimates

Tools & Techniques

q Expert judgment

q Analogous estimating

q Parametric estimating

q Three-point estimates

q Reserve analysis

4. ACTIVITY DURATION ESTIMATING4. ACTIVITY DURATION ESTIMATING

Estimating schedule activity duration uses information on schedule activity scope of work, required resource type, estimated resource quantities, and resource calendars with resource availabilities.

Estimating the number of work periods that will be needed to complete individual schedule activities.

InputsInputs Resources Requirement -Number of resources that will be assigned -Sometimes, too many resources will reduce productivity

Resources Capabilities -Level of skill, knowledge and experience (seniority)

Etc

ACTIVITY DURATION ESTIMATINGACTIVITY DURATION ESTIMATING

Expert JudgmentExpert Judgment.. Used when duration difficult to estimate because of number of factor (resource level, productivity)

Analogues Estimating.Analogues Estimating. Using the actual duration of previous activity that has similarity (top down)

Parametric EstimatingParametric Estimating.. Uses a statistical relationship between historical data and other variables. (e.q: Square footage in construction, lines of code in software development) to calculate an estimate for activity.

Three Point EstimatesThree Point Estimates.. Uses three cost or duration estimates to represent the optimistic, most likely, and pessimistic scenarios. This technique is applied to improve the accuracy of the estimates of cost or duration when the underlying activity or cost component is uncertain. Average = (Optimistic + Most likely + Pessimistic) / 3

Reserve Analysis. The contingency reserve can be a percentage of the estimate activity duration, a fix number of work periods, or developed by quantitative schedule risk analysis.

ACTIVITY DURATION ESTIMATING : ACTIVITY DURATION ESTIMATING : TOOLS & TECHNIQUETOOLS & TECHNIQUE

Identify periods when work is allowed Project calendars affect all resources Define time units, length of work week, non working

period: Day (s) of the week Hours of the day Holidays or non-working period

All activities must be assigned a calendar

RESOURCES CALENDARSRESOURCES CALENDARS

Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule

Inputs



q Activity list


q Project schedule network diagram


q Resource calendars

q Activity duration estimates


Outputs

q Project schedule

q Schedule model data

q Schedule baseline

q Resource requirements (updates)


q Project calendar (updates)

q Requested changes

q Project management plan (updates)

· Risk register

Tools & Techniques

q Schedule network analysis

q Critical path method

q Schedule compression

q What-if scenario analysis

q Resource leveling

q Critical chain method


q Applying calendars

q Adjusting leads and lags

q Schedule model · Schedule management plan (updates)

5. SCHEDULE DEVELOPMENT5. SCHEDULE DEVELOPMENT

CRITICAL PATH METHODCRITICAL PATH METHOD

Critical Path:Critical Path: series of activities that determine the duration of the projects

It is Longest PathLongest Path through the project Calculating float to determine which activities have

The Least Scheduling FlexibilityThe Least Scheduling Flexibility Critical Path: Total Float = LS – ES = LF – EF = 0Total Float = LS – ES = LF – EF = 0

SCHEDULE DEVELOPMENT : SCHEDULE DEVELOPMENT : TOOLS & TECHNIQUE TOOLS & TECHNIQUE (1/3)(1/3)

SCHEDULE COMPRESSIONSCHEDULE COMPRESSION

1. Fast Tracking1. Fast Tracking Doing critical path task in parallel that were originally

planned in series Fast Tracking often results in rework, usually increases

risk and requires more attention to communications

2. Crashing2. Crashing Moving resources from non critical tasks or adding

extra resources to the task from outside project. Crashing almost result in increased costs.


RESORCE LEVELINGRESORCE LEVELING Leveling lets schedule and cost slip in favor of having a

stable number of resources each month Allocate scarce resources to critical path activities first

CRITICAL CHAIN METHODCRITICAL CHAIN METHOD Focuses on managing the buffer activity durations and

the resources applied to planned schedule activities Combine deterministic and probabilistic approaches


FloatFloat.. The amount of time a task can be delayed without delaying the project

Free Float.Free Float. The amount of time a task can be delayed without delaying the early start date of its successor

Total FloatTotal Float.. The amount of time a task can be delayed without delaying the project completion date

Project FloatProject Float.. The amount of time a project can be delayed without delaying the externally imposed project completion date required by customer or management

Negative FloatNegative Float.. Critical path task that are delayed or have dictated dates can result in negative float

FLOAT (SLACK)FLOAT (SLACK)

Activity Title Duration(days)

PrecedingActivities

A Mobilize 10 -B Obtain permits 15 -C Site works 8 AD Exterior utilities 12 AE Excavate catch basin 2 B,CF Excavate footers 5 B,CG Excavate foundation peers 6 B,CH Pour footers 8 D,E,F,GI Erect building frame 10 H

Arrow Diagramming Method (ADM)Arrow Diagramming Method (ADM) - - ExampleExample (1/7)(1/7)

1 7632 8

B

I10

H8

5 G6

4 F5

E2

D12

C8

15

A10

Arrow Diagramming Method (ADM) - Arrow Diagramming Method (ADM) - ExampleExample (2/7)(2/7)

Analyze Project Network to:Analyze Project Network to:

Find the Critical Path that establish the minimum duration of the project

calculate the Early Start time for each activity calculate the Late Start time for each activity calculate the Float, or time, available for delay

for each activity


Forward-Pass AlgorithmForward-Pass Algorithm

1 7632 8

B

I10

H8

5 G6

4 F5

E2

D12

C8

15

A10

0 10

18

18

18 24 32 42


Backward-Pass algorithmBackward-Pass algorithm

1 7632 8

B

I10

H8

5 G6

4 F5

E2

D12

C8

15

A10

0 10

18

18

18 24 32 42 423224

18

18

19

100


Calculating floatCalculating float

1 7632 8

B

I10

H8

5 G6

4 F5

E2

D12

C8

15

A10

0 10

18

18

18 24 32 42 423224

18

18

19

100

0 0 0 0 0 0

0 0

1 1

0 04 4

2 2

3 3

FF TF

Note:


Critical pathCritical path

1 7632 8

B

I10

H8

5 G6

4 F5

E2

D12

C8

15

A10

0 10

18

18

18 24 32 42 423224

18

18

19

100

0 0 0 0 0 0

0 0

1 1

0 04 4

2 2

3 3 Note:

Critical activity


Milestone ChartsMilestone ChartsSimilar to bar charts but only show major events. Milestone have no duration. Milestone charts are good tools for reporting to management and customer

FlowchartsFlowchartsDepict workflow and process flow through a system. Used for quality or engineering.

Bar (Gantt) ChartsBar (Gantt) ChartsEffective tools for progress reporting and control. They are completed after WBS and a network diagram in the project management process.

Network DiagramNetwork DiagramShows how the project tasks will flow from beginning to end. Used for planning, organizing, controlling, crashing, and fast tracking the project

SCHEDULE CHARTSSCHEDULE CHARTS

SCHEDULE CHARTSSCHEDULE CHARTS

Project Management software makes an attempt to draw lines between tasks on a Gantt chart to show interdependencies. However, Gantt charts do not show task interdependencies or resources assigned. A Gantt chart looks similar to this:

01-Sep 08-Sep 15-Sep 22-Sep 29-Sep1 Start 0 1-Sep-06 1-Sep-062 D 4 1-Sep-06 4-Sep-063 A 6 1-Sep-06 6-Sep-064 C 7 3-Sep-06 9-Sep-065 B 8 2-Sep-06 9-Sep-066 E 12 10-Sep-06 21-Sep-067 Finish 0 21-Sep-06 21-Sep-06

FinishSeptember

ID Task Name Durations Start

BART (GANT) CHARTBART (GANT) CHART

BART (GANT) CHARTBART (GANT) CHART

SCHEDULE LEVELSSCHEDULE LEVELS

Inputs

q Schedule management plan

q Schedule baseline

q Performance reports

q Approved change requests

Outputs

q Schedule model data (updates)

q Schedule baseline (updates)

q Performance measurements

q Requested changes

q Recommended corrective actions

q Organizational process assets (updates)

q Activity list (updates)


q Project management plan (updates)

Tools & Techniques

q Progress reporting

q Schedule change control system

q Performance measurement


q Variance analysis

q Schedule comparison bar charts

6. SCHEDULE CONTROL6. SCHEDULE CONTROL

Controlling changes to the project schedule which includes determining the current status of the project schedule, influencing the factors that create schedule changes, determining that the project schedule has changed, and managing the actual changes.

Progress Reporting.Progress Reporting. Includes information such as actual start and finish dates and the remaining durations.

Schedule Change Control System.Schedule Change Control System. Includes the paperwork, tracking system, and approval levels necessary for authorizing changes.

Performance Measurement.Performance Measurement. Schedule Variance (SV) and Schedule Performance Index (SPI) Earned Value Analysis

Variance Analysis.Variance Analysis. Comparing target schedule dates with the actual/forecast finish dates.

SCHEDULE CONTROL : SCHEDULE CONTROL : TOOLS & TECHNIQUETOOLS & TECHNIQUE

Thank YouThank You

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