Project Management

Managing Capacity and Demand Managing Waiting Lines Capacity Planning and Queing Model managing service Service Supply Relationships

Forecasting Demand for Services

The Role of Services in an Economy

Growth and Globalization of Services

Continuous Improvement

understanding service

The Nature of Services

SERVICE EXCELLENCE

The Service Strategy

Service Facility Location

New Service Development designing service Project Management Technology in Services

Supporting Facility and Process Flows

Service Encounter

Service Quality

Manajemen Operasi Pelayanan

Outline
Tujuan Pembelajaran Definisi Proyek Proyek dalam Jasa Project Objectives Karakteristik Proyek Proses Manajemen Proyek Pemilihan Manajer Proyek Pembentukan Tim Proyek Prinsip Manajemen Proyek yang Efektif Work Breakdown Structure Penjadwalan Proyek Earned Value Chart
Manajemen Operasi Pelayanan 3

Tujuan Pembelajaran
Mampu menggunakan Gantt Chart Mampu membuat project network Mampu menganalisis critical path pada project network Mampu mengalokasikan sumber daya dalam proyek Mampu menganalisis crash untuk mengurangi waktu penyelesaian proyek Mampu menentukan distribusi waktu penyelesaian proyek dengan waktu aktivitas yang tidak pasti Mampu menggunakan earned value chart
Manajemen Operasi Pelayanan 4

Definisi Proyek
Proyek dapat digambarkan sebagai suatu pengalokasian sumber daya untuk mencapai tujuan tertentu dengan pendekatan yang terencana dan terorganisir
[Fitzsimmons, 2006]

Manajemen Operasi Pelayanan

Proyek dalam Jasa

Contoh proyek pada perusahaan penerbangan : Pembukaan rute baru Implementasi strategi pemasaran baru Instalasi sistem pengolahan data Pembelian pesawat Perubahan layanan in-flight

Manajemen Operasi Pelayanan

Project Objectives
Manajemen proyek perencanaan,
penjadwalan, dan pengendalian aktivitas proyek untuk mencapai ketepatan waktu penyelesaian proyek dengan alokasi biaya tertentu, dan memenuhi ekspektasi kinerja

Manajemen Operasi Pelayanan

Project Objectives
3 Project Objectives : Performance Time Cost

Manajemen Operasi Pelayanan

Karakteristik Proyek
Purpose
Setiap proyek memiliki tujuan akhir yang jelas

Life Cycle
Setiap proyek mengikuti siklus yang meliputi project conception, selection of project to pursue, planning, scheduling, monitoring, control of project activities, dan project termination

Interdependencies
Proyek melibatkan banyak aktivitas yang harus dilaksanakan dalam urutan yang spesifik

Uniqueness
Setiap proyek memiliki fitur khusus, sehingga perlu dilakukan penyesuaian oleh pihak manajerial

Conflict
Konflik dalam proyek terjadi karena banyaknya stakeholders
Manajemen Operasi Pelayanan 9

Proses Manajemen Proyek

Tools
Project Planning
1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team
Time and cost estimates Material availability details Personal data chart Cash flow charts Engineering diagrams Budgets

Project Scheduling
1. Tying resources (people, money, supplies) to specific activities 2. Relating activities to each other 3. Setting relative and specific times for activities 4. Updating and revising on regular basis

Tools
CPM and PERT Milestone charts Cash flow schedules Gantt chart

Tools
1. 2. 3. 4.
PERT charts Reports describing : Budgets by department Delayed activities Slack activities Quality of work completed

Project Controlling
1. Monitoring resources, costs, quality, budgets 2. Revising and changing plans 3. Shifting resources to meet time, cost, and quality demands

Manajemen Operasi Pelayanan

10

Tugas Kelompok
Jelaskan mengenai Work Breakdown Structure dan Gantt Chart (masing-masing 1 halaman)

Buat contoh Work Breakdown Structure dan Gantt Chart untuk penyelenggaraan suatu acara Dikumpulkan hari Jumat
Manajemen Operasi Pelayanan 11

Pemilihan Manajer Proyek

Kriteria dalam pemilihan manajer proyek : Credibility
Pengalaman teknis dan administratif

Sensitivity
Kemampuan political & interpersonal untuk mengatasi konflik

Ability to handle stress

Kemampuan mengelola multiple objectives dalam lingkungan tertentu

Leadership
Kemampuan mengomunikasikan pencapaian tujuan dengan integritas dan antusiasme
Manajemen Operasi Pelayanan 12

Pemilihan Manajer Proyek

[Credibility]

Kredibilitas yang harus dimiliki oleh manajer proyek :

Technical credibility
Memiliki pengetahuan teknis yang cukup untuk memimpin proyek Dilihat oleh client, senior executives, functional departments, dan anggota tim proyek

Administrative credibility
Mampu menjaga proyek tetap berjalan sesuai jadwal dan biaya tertentu, serta membuat laporan yang akurat dan tepat waktu Mampu menjamin bahwa tim proyek mendapatkan material, peralatan, dan sumber daya manusia yang dibutuhkan dalam pengerjaan proyek

Manajemen Operasi Pelayanan

13

Pemilihan Manajer Proyek

[Sensitivity]
Beberapa hal yang menunjukkan sensitivitas manajer proyek :
Memahami struktur politis dalam organisasi

Merasakan adanya konflik interpersonal di antara anggota tim proyek atau antara anggota tim proyek dengan pihak luar tim Tidak menghindari konflik, namun menghadapi dan menyelesaikannya sebelum konflik tersebut meluas
Menjaga anggota tim tetap cool Memiliki sensor yang sensitif mampu merasakan jika ada anggota tim yang berusaha sweep things under the rug

Manajemen Operasi Pelayanan

14

Pemilihan Manajer Proyek

[Ability to Handle Stress]
Empat penyebab utama stress yang berkaitan dengan pengelolaan proyek :
Tidak pernah membuat prosedur dan teknik yang konsisten untuk mengelola proyek Banyak manajer proyek yang memiliki too much on their plates Banyak manajer proyek yang memiliki target yang sangat tinggi untuk dicapai, sehingga membuat frustasi Pihak parent organization (pemilik proyek) sedang dalam masa transisi
Manajemen Operasi Pelayanan 15

Pemilihan Manajer Proyek

[Leadership]

Leadership didefinisikan sebagai :

interpersonal influence, exercised in situation and directed through the communication process, toward the attainment of a specified goal or goals

Atribut lain, meliputi :

antusiasme optimisme energi keuletan keberanian kedewasaan
Manajemen Operasi Pelayanan 16

Pembentukan Tim Proyek

Forming
Tim sudah terbentuk Belum ada pembagian kerja detail Manajer proyek harus memberi arahan dan struktur Harus dikomunikasikan : project objective, scope of work, schedule, team operating procedure

Storming
Muncul konflik Manajer proyek harus mampu mengatasi konflik-konflik yang muncul, menciptakan lingkungan yang nyaman bagi seluruh pihak untuk bekerja sama

Manajemen Operasi Pelayanan

17

Pembentukan Tim Proyek

Norming
Anggota tim proyek mulai terlibat dalam pengendalian dan pengambilan keputusan Manajer proyek berperan sebagai pendukung dan mengawasi kemajuan kerja anggota tim

Performing
Manajer proyek secara penuh mendelegasikan tanggung jawab dan otoritas pada anggota tim, namun tetap mengawasi kemajuannya dengan memerhatikan kinerja, biaya, dan jadwal

Manajemen Operasi Pelayanan

18

Prinsip Manajemen Proyek yang Efektif

direct people individually and as a team reinforce excitement keep everyone informed manage healthy conflict empower team encourage risk taking and creativity

Manajemen Operasi Pelayanan

19

The Work Breakdown Structure

The Work Breakdown Structure (WBS) can take a variety of forms that serve a variety of purposes The WBS often appears as an outline with Level I tasks on the left and successive levels appropriately indented

The WBS may also picture a project subdivided into hierarchical units of tasks, subtasks, work packages, etc.
Manajemen Operasi Pelayanan 20

The Work Breakdown Structure

The WBS is an important document and can be tailored for use in a number of different ways
It may illustrate how each piece of the project contributes to the whole in terms of performance, responsibility, schedule, and budget It may list the vendors or subcontractors associated with specific tasks It may serve as the basis for making cost estimates or estimates of task duration It may be used to document that all parties have signed off on their various commitments to the project
Manajemen Operasi Pelayanan 21

The Work Breakdown Structure

General steps for designing and using the WBS:
1. Using information from the action plan, list the task breakdown in successively finer levels of detail. Continue until all meaningful tasks or work packages have been identified 2. For each such work package, identify the data relevant to the WBS. List the personnel and organizations responsible for each task. 3. All work package information should be reviewed with the individuals or organizations who have responsibility for doing or supporting the work in order to verify the accuracy of the WBS Manajemen Operasi Pelayanan 22

The Work Breakdown Structure

General steps for designing and using the WBS (cont.):
4. The total project budget should consist of four elements: direct budgets from each task; an indirect cost budget for the project; a contingency reserve for unexpected emergencies; and any residual, which includes the profit derived from the project 5. The project master schedule integrates the many different schedules relevant to the various parts of the project

Items 1-5 focus on the WBS as a planning tool but it may also be used to monitor and control the project

Manajemen Operasi Pelayanan

23

The Work Breakdown Structure

Items 6 and 7 focus on the WBS as an aid to monitor and control a project:
6. The project manager can examine actual resource use, by work element, work package, task, up to the full project level. The project manager can identify problems, harden the estimates of final cost, and make sure that relevant corrections have been designed and are ready to implement 7. The project schedule may be subjected to the same comparisons as the project budget. Actual progress is compared to scheduled and corrective action can be taken
Manajemen Operasi Pelayanan 24

The Work Breakdown Structure

Manajemen Operasi Pelayanan

25

The Work Breakdown Structure

Manajemen Operasi Pelayanan

26

Penjadwalan Proyek
Pendekatan dasar dalam teknik penjadwalan adalah membentuk suatu network yang menggambarkan hubungan antar aktivitas Network mengilustrasikan secara grafis mengenai hubungan sequential antara setiap aktivitas dalam proyek Teknik yang dapat digunakan dalam penjadwalan proyek di antaranya adalah Gantt Chart dan Project Network
Manajemen Operasi Pelayanan 27

Gantt Chart
The Gantt chart shows planned and actual progress for a number of tasks displayed against a horizontal time scale It is an effective and easy-to-read method of indicating the actual current status for each set of tasks compared to the planned progress for each item of the set It can be helpful in expediting, sequencing, and reallocating resources among tasks Gantt charts usually do not show technical dependencies
Manajemen Operasi Pelayanan 28

Gantt Chart

Manajemen Operasi Pelayanan

29

Gantt Chart
There are several advantages to the use of Gantt charts:
Even though they may contain a great deal of information, they are easily understood While they may require frequent updating, they are easy to maintain Gantt charts provide a clear picture of the current state of a project They are easy to construct
Manajemen Operasi Pelayanan 30

Project Network
Jenis Project Network : Project Evaluation and Review Technique (PERT)
dikembangkan oleh U.S. Navy pada tahun 1958 awalnya digunakan untuk proyek R&D

Critical Path Method (CPM)

dikembangkan oleh DuPont, Inc awalnya digunakan untuk proyek konstruksi
Manajemen Operasi Pelayanan 31

Project Network
Penggambaran Project Network : Activity on Arrow (AOA)
Arrow : activity Node : event

Activity on Node (AON)

Node : activity Arrow : activity sequence
Manajemen Operasi Pelayanan 32

AOA Network Building Blocks

Event Activity

79

Install software

80

Manajemen Operasi Pelayanan

33

AON Network Fundamentals

J
A B
B is preceded by A

A is preceded by nothing

K L
(C)

J, K & L, can all begin at the same time, if you wish (they need not occur simultaneously) but All (J, K, L) must be co,pleted before M can begin

C is preceded by B

(A)

Y X Z

Y and Z are preceded by X

Z is preceded by X and Y

Y and Z can begin at the same time, if you wish

AA (D)

AA is preceded by X and Y
34

(B)

Manajemen Operasi Pelayanan

Project Network
Task a b c d e Precedence a b b Time 5 days 4 days 6 days 2 days 5 days AON
e b d a c

start

end

c,d
a Start 1

8 days
c 2 d 4 f e 5 End

AOA
Manajemen Operasi Pelayanan

35

Project Network
Tennis Tournament Activities ID Activity Description Code Immediate Predecessor Duration (days)

1
2 3 4 5 6

Negotiate for Location

Contact Seeded Players Plan Promotion Locate Officials Send RSVP Invitations Sign Player Contracts

A
B C D E F

A C C B, C

2
8 3 2 10 4

7
8 9 10

Purchase Balls and Trophies

Negotiate Catering Prepare Location Tournament

G
H I J

D
E, F E, G H, I

4
1 3 2
36

Manajemen Operasi Pelayanan

Project Network
Tennis Tournament Activities -- AOA network

C3 A2
2 3

D2
4

G4
6

E10
1

I3 J2

dummy
5 9
10

dummy

dummy

B8

H1

F4

Manajemen Operasi Pelayanan

37

Project Network
Tennis Tournament Activities -- AON network

A2

C3

D2

G4

START

E10

I3

J2

B8

F4

H1

Manajemen Operasi Pelayanan

38

Critical Path Analysis

Item Activity duration Symbol t Definition The expected duration of an activity

Early start

ES

The earliest time an activity can begin if all previous activities are begun at their earliest times
The earliest time an activity can be completed if it is started at its early start time The latest time an activity can begin without delaying the completion of the project The latest time an activity can be completed if it is started at its latest start time The amount of time an activity can be delayed without delaying the completion of the project
Manajemen Operasi Pelayanan 39

Early finish

EF

Late start

LS

Late finish

LF

Total slack

TS

Critical Path Analysis

ES = EFpredecessor (max)
EF = ES + t LF = LSsuccessor (min)

(1)
(2) (3)

LS = LF - t
or TS = LF - EF TS = LS - ES

(4)
(5) (6)

Manajemen Operasi Pelayanan

40

Critical Path Analysis

TS ES LS EF LF

A2

C3

D2

G4

START

E10

I3

J2

B8

F4

H1

Manajemen Operasi Pelayanan

41

Critical Path Analysis

TS ES EF LF

0 2

2 5

5 7

7 11

LS

0 0

A2

C3

D2

G4

5 15
START

15 18
I3 J2

E10

B8

F4

H1

18 20

0 8

8 12
Manajemen Operasi Pelayanan

15 16
42

Critical Path Analysis

TS ES EF LF

0 2
0 2 0 0 0 0
START

2 5 2 5
C3

5 7
9 11
D2

7 11
11 15
G4

LS

A2

5 15

15 18

5 15
E10 I3

15 18
J2

B8

F4

H1

18 20 18 20

0 8

8 12 13 17
Manajemen Operasi Pelayanan

15 16 17 18
43

5 13

Critical Path Analysis

TS

0 2 5 2 5
C3

ES LS

EF LF

0 2
0 2

5 7
9 11
D2

7 11
11 15 0
G4

0
0 0 0 0
START

A2

5 15
E10

0 15 18

5 15

15 18
I3 J2

0
B8 F4 H1

18 20 18 20

5 0 8 5 13

5 8 12
Manajemen Operasi Pelayanan

2 15 16
17 18
44

13 17

Critical Path Analysis

TS

0 2 5 2 5
C3

ES LS

EF LF

0 2
0 2

5 7
9 11
D2

7 11
11 15 0
G4

0
0 0 0 0
START

A2

5 15
E10

0 15 18

5 15

15 18
I3 J2

0
B8 F4 H1

18 20 18 20

5 0 8 5 13

5 8 12
Manajemen Operasi Pelayanan

2 15 16
17 18
45

13 17

Early Start Gantt Chart for Tennis Tournament

ID A B C D E F G Activity Negotiate for Location Contact Seeded Players Plan Promotion Locate Officials Days 1 2 8 3 2 2 3 4 5 6 Day of Project Schedule 7 8 9 10 11 12 13 14 15 16 17 18 19 20

H
I J

Send RSVP 10 Invitations Sign Player 4 Contracts Purchase Balls 4 and Trophies Negotiate 1 Catering Prepare Location 3 Tournament 2 2 2 2 2 2 3 3 3 3 3 3 2 1 1 1 2 1 1 1 1

Personnel Required Critical Path Activities Activities with Slack

Manajemen Operasi Pelayanan

46

Crashing Sample Network

3
6 3 10

6 4
11 0

Critical Path = 3 + 6 + 8 + 6 = 23 Time Units

Manajemen Operasi Pelayanan

47

Crashing Example
Activity Normal Time Normal Cost Crash Time Crash Cost Slope
Max Crash Time

1-2
2-3 2-4

3
6 10

$50
$80 $60

2
4 9

$70
$160 $90

20
40 30

1
2 1

2-5
3-6 5-7 6-7

11
8 5 6

$50
$100 $40 $70

7
6 4 6

$150
$160 $70 $70

25
30 30 0

4
2 1 0
48

Manajemen Operasi Pelayanan

Crashing Sample Network

3
$80 $50

$100

6 4

$70

Normal Project Total Cost = $50 + $80 + $100 + $70 + $60 + $50 + $40 = $450

Manajemen Operasi Pelayanan

49

Crashing Sample Network

Critical Path = 23 Days

6
3 $80

3
10

8 $100

6
$60

$70

$50

4
$50 11

$40 5

Normal Project Total Cost = $50 + $80 + $100 + $70 + $60 + $50 + $40 = $450

Manajemen Operasi Pelayanan

50

Crashing Example

Pilih aktivitas yang berada pada critical path untuk di-crash Pilih aktivitas dengan slope terkecil untuk di-crash

Manajemen Operasi Pelayanan

51

Crashing Sample Network

Critical Path = 23 Days Crashed Path = 20 Days

6
2 $80

3
10

6 $160

6
$60

$70

$70

4
$50 11

$40 5

Crashed Project Total Cost = $70 + $80 + $160 + $70 + $60 + $50 + $40 = $530

Manajemen Operasi Pelayanan

52

PERT
F(D) P(D<A) = .01

P(D>B) = .01

A
optimistic

M
most likely

B
pessimistic

TIME

Manajemen Operasi Pelayanan

53

PERT
Estimating activity duration distributions : A = optimistic time M = most likely time B = pessimistic time t = expected duration = (A + 4M + B) / 6 = standard deviation = (B A) / 6

Manajemen Operasi Pelayanan

54

PERT
Contoh : tennis tournament project

Manajemen Operasi Pelayanan

55

PERT
Contoh : tennis tournament project Berapa probabilitas bahwa proyek ini akan selesai dalam 24 hari? 1. Tentukan critical path : A-C-E-I-J 2. Hitung expected duration dari aktivitas pada critical path : t = 20 hari 3. Hitung variance dari aktivitas pada critical path : 2 = 5,2 4. Hitung nilai Z : Z = (X-t) / = 1,75 5. Lihat tabel distribusi normal : untuk Z = 1,75 probabilitasnya = 0,96
Manajemen Operasi Pelayanan 56

Earned Value Chart

Dollars Today ACWP

Cost Variance

Actual Cost
BCWS

Budgeted Cost (Baseline)

BCWP

STWP

ATWP

Schedule Variance

Days

Value Completed

Time Variance

Figure 16.17 Earned Value Chart

Manajemen Operasi Pelayanan 57