PERANGKAT LUNAK
Perencanaan Proyek :
Preliminary Project Plan
Work Breakdown Structure
Network Diagram (PDM)
Perencanaan Proyek
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Preliminary Project Plan
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Preliminary Project Plan
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Preliminary Project Plan
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Membagi pekerjaan
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Elemen Proyek
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Work Breakdown Structure
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Struktur WBS Lengkap
Up to six levels (3-6 usually) such as
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WBS Outline Example
0.0 Retail Web Site
1.0 Project Management
2.0 Requirements Gathering
3.0 Analysis & Design
4.0 Site Software Development
4.1 HTML Design and Creation
4.2 Backend Software
4.2.1 Database Implementation
4.2.2 Middleware Development
4.2.3 Security Subsystems
4.2.4 Catalog Engine
4.2.5 Transaction Processing
4.3 Graphics and Interface
4.4 Content Creation
5.0 Testing and Production
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WBS Types
Process WBS
a.k.a Activity-oriented
Ex: Requirements, Analysis, Design, Testing
Typically used by PM
Product WBS
a.k.a. Entity-oriented
Ex: Financial engine, Interface system, DB
Typically used by engineering manager
Hybrid WBS: both above
This is not unusual
Ex: Lifecycle phases at high level with component or feature-
specifics within phases
Rationale: processes produce products
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Product WBS
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Process WBS
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WBS Types
Less frequently used alternatives
Organizational WBS
Research,Product Design, Engineering, Operations
Can be useful for highly cross-functional projects
Geographical WBS
Canbe useful with distributed teams
NYC team, San Jose team, Off-shore team
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Work Packages
Generic term for discrete tasks with definable end results
Typically the “leaves” on the tree
The “one-to-two” rule
Often at: 1 or 2 persons for 1 or 2 weeks
Basis for monitoring and reporting progress
Can be tied to budget items (charge numbers)
Resources (personnel) assigned
Ideally shorter rather than longer
Longer makes in-progress estimates needed
These are more subjective than “done”
2-3 weeks maximum for software projects
1 day minimum (occasionally a half day)
Not so small as to micro-manage
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WBS
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WBS & Methodology
PM must map activities to chosen lifecycle
Each lifecycle has different sets of activities
Integral process activities occur for all
Planning, configuration, testing
Operations and maintenance phases are not normally
in plan (considered post-project)
Some models are “straightened” for WBS
Spiral and other iterative models
Linear sequence several times
Post-its on a wall
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WBS Techniques
Top-down
Start at highest level
Systematically develop increasing level of detail
Best if
The problem is well understood
Technology and methodology are not new
This is similar to an earlier project or problem
But is also applied in majority of situations
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WBS Techniques
Bottom-up
Startat lowest level tasks
Aggregate into summaries and higher levels
Disadvantages
Timeconsuming
Needs more requirements complete
Advantage
Detailed
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WBS Techniques
Analogy
Base WBS upon that of a “similar” project
Use a template
Advantages
Based on past actual experience
Disadvantages
Needs comparable project
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WBS Techniques
Brainstorming
Generate all activities you can think of that need to be
done
Group them into categories
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WBS – Basis of Many Things
Network scheduling
Costing
Risk analysis
Organizational structure
Control
Measurement
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WBS General Guidelines
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WBS Guidelines Part 1
Should be easy to understand
Some companies have corporate standards for these
schemes
Some top-level items, like Project Mgmt. are in WBS
for each project
Others vary by project
What often hurts most is what’s missing
Break down until you can generate accurate time &
cost estimates
Ensure each element corresponds to a deliverable
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WBS Guidelines Part 2
How detailed should it be?
Not as detailed as the final plan
Each level should have no more than 7 items
It can evolve over time
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DISKUSI TUGAS
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Pertemuan 5
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BAHASAN
Manajemen waktu
Mendefinisikan kegiatan
Mengurutkan kegiatan
Estimasi sumber daya
Estimasi durasi
Menyusun jadwal
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MANAJEMEN WAKTU PROYEK
Menjamin proyek selesai tepat waktu
Proyek yang tidak selesai tepat waktu
mendapat penalti dari pemberi kerja
Mengurutkan
kegiatan
Mengestimasi
KELOMPOK PROSES sumberdaya
kegiatan
PERENCANAAN Mengestimasi
durasi
kegiatan
Menyusun
jadwal
KELOMPOK PROSES
PENGAWASAN Mengendalikan
jadwal
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PROSES 1:
MENDEFINISIKAN KEGIATAN
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Masukan
MENDEFINISIKAN KEGIATAN
1. Ketersediaan pendukung
2. Kebijakan; prosedur; pedoman yang berlaku
3. Pernyataan cakupan proyek
4. W.B.S dan penjelasannya
5. Rencana manajemen proyek
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Piranti & Teknik
MENDEFINISIKAN KEGIATAN
1. Menerapkan dekomposisi
2. Menggunakan template bekas proyek lain
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Hasil
MENDEFINISIKAN KEGIATAN
1. Daftar kegiatan
2. Atribut kegiatan, seperti:
• identitas, • kegiatan selanjutnya,
• deskripsi, • hubungan logikal,
• kendala, • leads & lags,
• asumsi • kebutuhan sumber daya,
• prasyarat, • dll
3. Daftar milestone
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PROSES 2:
MENGURUTKAN KEGIATAN
Mengidentifikasi dan mendokumentasikan hubungan
antar kegiatan proyek.
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Piranti & Teknik
MENGURUTKAN KEGIATAN
1. PDM (precedence diagramming method)
2. ADM (arrow diagramming method)
3. Penentuan sifat ketergantungan
4. Menerapkan lead (kegiatan dimulai sebelum
prasyarat selesai) dan lag (kegiatan harus
menunggu beberapa waktu setelah prasyaratnya
selesai)
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PDM
Kegiatan digambarkan dengan kotak,
Panah antar kotak mewakili ketergantungan
Finish-to-start A B
Start-to-finish
A mulai, baru B boleh selesai A B
d = durasi kegiatan
ES = earliest start time = waktu terawal kegiatan dapat dimulai
EF = earliest finish = waktu terawal kegiatan dapat diselesaikan
LS = latest start = batas waktu paling lambat kegiatan dimulai
tanpa berakibat terlambatnya proyek selesai
LF = latest finish = batas waktu paling lambat kegiatan selesai
tanpa berakibat terlambatnya proyek selesai
ES EF
Nama keg
d
LS LF
MANAJEMEN PROYEK P/L - IF015 - 3 SKS 43
ADM
ARROW DIAGRAMMING METHOD
Disebut juga AOA = activities on arrow, kegiatan
digambarkan dengan anak panah
n1 dan n2 adalah nomor simpul (node); n1 < n2
d = durasi kegiatan
Nama kegiatan
n1 n2
d
C 4 D
0 9 5
5 F 7
2
A 2
8
B E 6
1
3 20
4
Lintasan (jalur) kritis: A E
Masa proyek = 8 + 20 = 28
Lintasan A C D F maupun B E tidak kritis karena waktunya kurang dari 28
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SOAL
F 5 D
Berapa waktu tersingkat untuk
melaksanakan proyek?
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Gantt chart
0 5 10 15 20 25
KEG D PRAS
YR
A 3 -
B 10 -
C 6 A
D 8 B
E 7 C,D
F 5 D
Diagram jaringan dengan ADM
C
2 5
A 6 E
3 7
1 6
B F
10 5
D
3 4
8
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Diagram jaringan dengan PDM
0 3 3 9 18 25
A C E
3 6 7
9 12 12 18 18 25
0 10 10 18 18 23
B D F
10 8 5
0 10 10 18 20 25
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Pertanyaan penting dalam perencanaan:
1 Kebutuhan sumberdaya
Penjelasan tentang jenis dan jumlah sumberdaya untuk
setiap elemen dalam WBS
Sumberdaya akan didapat dari akuisisi staf atau dari
luar (sewa/kontrak)
2 Kalender sumber daya (kapan butuh apa)
3 Atribut / data tentang kegiatan
4 Struktur rinci sumberdaya (RBS, resource breakdown
structure)
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PROSES 4:
MENGESTIMASI DURASI KEGIATAN
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Masukan
MENGESTIMASI DURASI KEGIATAN
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Piranti & Teknik
MENGESTIMASI DURASI KEGIATAN
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MENGESTIMASI DURASI KEGIATAN
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Masukan
DALAM MENYUSUN JADWAL
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Piranti & Teknik
DALAM MENYUSUN JADWAL
Original
schedule
Shortened
duration thru
crashing
Overlapped
Tasks or fast
tracking
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Hasil
DARI MENYUSUN JADWAL
1. Jadwal proyek
Diagram jaringan kegiatan
Diagram batang (bar chart)
Milestone chart
2. Kalender proyek
3. Rencana manajemen jadwal (ada dalam rencana
manajemen proyek)
4. Data model jadwal (optimis; pesimis)
5. Permintaan perubahan
6. Kebutuhan sumberdaya yang mutakhir
RENCANA WAKTU
KEGIATAN 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1
0 1 2 3 4 5 6
ANALISIS
EVAL.
TEKNOLOGI
MENETAPKAN
KEBUTUHAN
PENGGUNA
DESAIN WEB PAGE
LAYOUT
SET-UP SERVER
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JADWAL (KALENDER)
KEGIATAN 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1
0 1 2 3 4 5 6
ANALISIS
EVAL. TEKNOLOGI
MENETAPKAN
KEBUTUHAN
PENGGUNA
DESAIN WEB PAGE
LAYOUT
SET-UP SERVER
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TUGAS
Tentukan urutan kegiatan pada WBS anda
Tentukan kebutuhan sumber daya dan
perkirakan (estimasikan) durasi kegiatan
tersebut
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SEKIAN
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