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Penjadwalan Proyek

CPL dan Indikator pencapaian

Mahasiswa dapat memahami konsep,
mengaplikasikan konsep, yang diawali dengan
mengidentifikasi perbedaan antar metode
penjadwalan proyek dengan gant chart dan
CPM
Mahasiswa dapat menjadwalkan waktu proyek
dengan metode gant chart dan Critical Path
Method (CPM)

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The PMBOKs 9 Knowledge areas

Time
Management

Cost
Management

Scope
Management

Quality
Management

Integration
Management

HR
Management

Risk
Management

Communication
Management

Procurement
Management

Importance of Project Schedules

Managers often cite delivering projects on time as one
of their biggest challenges.
Fifty percent of IT projects were challenged in the
2003 CHAOS study, and their average time overrun
increased to 82 percent from a low of 63 percent in
2000.*
Schedule issues are the main reason for conflicts on
projects, especially during the second half of projects.
Time has the least amount of flexibility; it passes no
matter what happens on a project.
*The Standish Group, Latest Standish Group CHAOS Report Shows Project Success Rates Have Improved by
50%, (www.standishgroup.com) (March 25, 2003).

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Individual Work Styles and Cultural Differences

Cause Schedule Conflicts
One dimension of the Myers-Briggs Type Indicator
focuses on peoples attitudes toward structure and
deadline.
Some people prefer to follow schedules and meet
deadlines while others do not.
Different cultures and even entire countries have
different attitudes about schedules.

Project Time Management Processes

Activity definition: Identifying the specific activities that the project

team members and stakeholders must perform to produce the
project deliverables.
Activity sequencing: Identifying and documenting the relationships
between project activities.
Activity resource estimating: Estimating how many resources a
project team should use to perform project activities.
Activity duration estimating: Estimating the number of work
periods that are needed to complete individual activities.
Schedule development: Analyzing activity sequences, activity
resource estimates, and activity duration estimates to create the
project schedule.
Schedule control: Controlling and managing changes to the project
schedule.

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Activity Definition
An activity or task is an element of work normally found on
the WBS that has an expected duration, a cost, and resource
requirements.
Project schedules grow out of the basic documents that
initiate a project.
The project charter includes start and end dates and budget
information.
The scope statement and WBS help define what will be done.

Activity definition involves developing a more detailed WBS

and supporting explanations to understand all the work to be
done, so you can develop realistic cost and duration
estimates.

Activity Lists and Attributes

An activity list is a tabulation of activities to be included on a
project schedule. The list should include:
The activity name
An activity identifier or number
A brief description of the activity

Activity attributes provide more information about each

activity, such as predecessors, successors, logical
relationships, leads and lags, resource requirements,
constraints, imposed dates, and assumptions related to the
activity.

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Milestones
A milestone is a significant event that normally has no
duration.
It often takes several activities and a lot of work to
complete a milestone.
Milestones are useful tools for setting schedule goals
and monitoring progress.
Examples include completion and customer sign-off on
key documents and completion of specific products.

Activity Sequencing
Involves reviewing activities and determining
dependencies.
A dependency or relationship relates to the
sequencing of project activities or tasks.
You must determine dependencies in order to
use critical path analysis.

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Three Types of Dependencies

Mandatory dependencies: Inherent in the nature of the
work being performed on a project; sometimes referred
to as hard logic.
Discretionary dependencies: Defined by the project
team; sometimes referred to as soft logic and should be
used with care because they may limit later scheduling
options.
External dependencies: Involve relationships between
project and non-project activities.

Penjadwalan Proyek

Identifikasi hubungan precedence

Urutan kegiatan
Menentukan waktu dan biaya kegiatan
Memperkirakan material & kebutuhan tenaga
kerja
Menentukan kegiatan kritis

1995 Corel Corp.

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Tujuan Penjadwalan Proyek

Memperlihatkan hubungan setiap kegiatan terhadap
kegiatan lain dan terhadap keseluruhan proyek.
Mengidentifikasi hubungan precedence diantara
kegiatan.
Mendorong penentuan waktu dan perkiraan biaya
yang realistik untuk setiap kegiatan.
Membantu membuat penggunaan tenaga kerja,
uang dan SD material dengan mengidentifikasi
bottlenecks kritikal dalam proyek.

Project Management Techniques

Gantt chart
Critical Path Method (CPM)
Program Evaluation & Review
Technique (PERT)
Precedence Diagram Method (PDM)

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Gantt Chart

Activity

Time Period
F M A M

Design
Build
Test

Gantt chart
Gantt menciptakan teknik ini untuk memeriksa
perkiraan durasi tugas versus durasi actual
Menyusun jadwal induk suatu proyek
Format bagan balok ini sangat informatif, mudah
dibaca dan efektif untuk komunikasi dengan
berbagai pihak yang terlibat dalam proyek
konstruksi, serta dapat dibuat dengan mudah
dan sederhana baik dengan manual maupun
dengan menggunakan komputer.

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Service Activities for A Delta Jet During a 60

Minute Layover

Gantt chart

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Kritikan
Informasi yang terbatas
Tidak dapat menunjukan urutan kegiatan dan
hubungan ketergantungan antar kegiatan
Tidak bisa menunjukan prioritas pekerjaan
Tidak bisa menunjukan lintasan kiritis
Kurang cocok untuk proyek ukuran besar dan
komplek

Kritikan
Gant chart untuk tiga
unit berulang

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Kritikan - perbaikan

Metode Network Diagram

Diperkenalkan pada tahun 50-an oleh tim
perusahaan DuPont dan Rand Corporation untuk
mengembangkan system kontrol manajemen.
Untuk merencanakan dan mengendalikan
sejumlah besar kegiatan yang memiliki hubungan
ketergantungan yang kompleks dalam masalah
desain-engineering, konstruksi, dan pemeliharaan.
Metode ini relatif lebih sulit, hubungan antar
kegiatan jelas, dan dapat memperlihatkan
kegiatan kritis

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Metode Network Diagram

3 unsur penting dalam metode network diagram
Inventarisasi kegiatan
WBS

Logika ketergantungan
WBS harus memperhatikan urutan pekerjaan dan
ketergantunganya

Perkiraan waktu
Jangka waktu yang dibutuhkan

Metode network diagram

a) Critical Path Method (CPM)
b) Precedence Diagramming Method (PDM)
c) Project Evaluation and Review Technique
(PERT)

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Critical Path Method (CPM)

CPM dikembangkan pada tahun 1957 oleh J.E.
Kelly dari Remington Rand dan M.R. Walker dari
DuPont untuk membantu pembangunan dan
pemeliharaan pabrik kimia di Dupont (Prasetya dan
Lukiastuti, 2009 )

Solusi CPM yang diadopsi oleh Kelly pada

dasarnya berasal dari Linear Programming dan
menggunakan notasi I-J untuk
menggambarkan hubungan antar kegiatan
(Weaver, 2006)

Network Terms
Project: Obtain a college degree (B.S.)
Register

1
Event (Node)

Attend class,
study etc.
4 Years
Activity
(Arrow)

Receive
diploma

2
Event (Node)

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Activity Relationships

2
A

1
B
A & B can occur
concurrently

Activity Relationships
A must be done
before C & D can
begin

2
A

1
B

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Dummy Activities
Activities are defined by beginning & ending
events
Example: Activity 2-3

Every activity must have unique pair of

beginning & ending events
Otherwise, computer programs get confused

Dummy activities maintain precedence

Consume no time or resources

Dummy Activity Example

2-3

Incorrect
1-2

3-4

2-3
Correct

1-2

2-4

2
2-3

4-5

3-4: Dummy
activity

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Project Scheduling Terminologies

Activity & Activity duration
Precedence relationship, predecessor (pendahulu),
successor
Activity-On-Node (AON) diagram v.s. Activity-On-Arrow
(AOA) diagram
PERT (Program Evaluation and Review Technique):
stochastic
CPM (Critical Path Method): deterministic

Milwaukee General Hospitals Activities and

Predecessors
Activity

Description

Immediate
Predecessors

Build internal components

Modify roof and floor

Construct collection stack

Pour concrete and install frame

A, B

Build high-temperature burner

Install pollution control system

Install air pollution device

D, E

Inspect and test

F, G

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AON Network for Milwaukee General

Hospital
F
A

Start

Example 2
Develop the network for a project with following activities and
immediate predecessors:
Activity
A

Immediate predecessors
-

A, C

D,E,F

Try to do for the first five (A,B,C,D,E) activities

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Network of Seven Activities

A

7
dummy

B
C

We need to introduce
aF dummy activity

KLONE COMPUTERS, INC.

Activity

Description

A
B
C
D

Prototype model design

Purchase of materials
Manufacture of prototype model
Revision of design

Initial production run

Training activities

F
G
H

Staff training
Staff input on prototype models
Sales training

Advertising activities

Pre-production advertising campaign

Post-redesign advertising campaign

Manufacturing
activities

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CPM..Tugas
Buatlah penjadwalan dengan gant char dan CPM

Activity
A
B
C
D
E
F
G
H
I
J

Immediate
Predecessor
None
A
B
G
D
A
C,F
D
A
D,I

Estimated
Completion Time
90
15
5
20
21
25
14
28
30
45

Critical Path Analysis

Memberikan informasi kegiatan
Earliest (ES) & latest (LS) start
Earliest (EF) & latest (LF) finish
Slack (S): penundaan yang diijinkan (LF EF)
Mengidentifikasi critical path
Jalur terpanjang dalam network
Waktu terpendek untuk menyelesaikan proyek
Setiap penundaan kegiatan dalam critical path akan
menunda penyekesaian proyek
Kegiatan-kegiatan dalam Critical path memiliki slack
0

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Penjadwalan Maju
Mulai dari permulaan kejadian dan kerjakan maju
ES = 0 untuk kegiatan permulaan
ES : earliest start
EF = ES + lama waktu kegiatan
EF : earliest finish
ES = Maximum EF untuk semua predecessors untuk
bukan kegiatan permulaan

Latest Start and Finish Steps

Mulai dari kejadian terakhir dan kerjakan
mundur
LF = Maximum EF untuk kegiatan terakhir
LF : latest finish; EF : earliest finish

LS = LF lama waktu kegiatan

LS : latest start

LF = Minimum LS untuk semua successors

untuk bukan kegiatan terakhir

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Slack Times
Slack time is the amount of time an activity
can be delayed without delaying the project
completion date, assuming no other delays
are taking place in the project.

Slack Time = LS - ES = LF - EF

Kritikan
Alat penjadwalan yang handal
Tidak cocok untuk proyek yang mempunyai sifat
berulang
Aktifitas berulang mempunai tingkat produktifitas
yang berbeda
Tidak cocok untuk mewakili dan atau
menyeimbangkan tingkat produktifitas berulang
Hanya mengenal hubungan finish dan start

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Contoh CPM

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