Project Planning 2Schedule Development

Radian Z. HosenSeptember 2012

PM Process Groups vs PM Knowledge Areas

Initiating Planning Executing Monitoring & Control

Closing

Scope

Time

Cost

Quality

Human Resource

Communication

Risk

Procurement

Integration

knowledgeprocess

MENGAPA PERLU SCHEDULE DEVELOPMENT ?

Untuk memastikan bahwa perencanaan proyek sudah mencakup :•Listing semua aktifitas proyek sesuai WBS•Pengurutan tiap aktifitas yang logis dan benar•Penentuan durasi yang optimum untuk tiap aktifitas

RZH 2008

PLANNING FOR SCHEDULE DEVELOPMENT

• Activity Definition• Activity Sequencing• Activity Resource Estimating• Activity Duration Estimating• Schedule Development

RZH 2008

Activity Definition

INPUTS

1. WBS

2. Scope Statement

3. Organizational process assets

4. WBS Dictionary

5. Project Management Plan

6. Enterprise environmental factors

TOOLS & TECHNIQUES

1. Decomposition

2. Templates

3. Rolling Wave Planning

4. Expert Judgment

5. Planning Component

OUTPUTS

1. Activity List

2. Activity Attributes

3. Milestone List

4. Requested Changes

RZH 2008

Contoh Project : Pembuatan Parit

• Marking jalur parit• Gali jalur parit• Buang tanah galian• Siapkan adukan concrete• Susun precast saluran air• Rekatkan precast pakai adukan semen• Pasang tutup parit

Activity Definition

Asumsi: engineering package sudah jadi

Asumsi: mulai dari pengangkutan pasir dll sampai concrete siap cor.Kendala: sumber pasir jauh dari lokasi proyek

Asumsi: material precast dan tutupnya sudah siap pasangKendala: alat bantu angkat tak tersedia

Kendala: setting slope perlu special manpower

RZH 2008

Activity Sequencing

INPUTS

1. Activity List

2. Scope Statement

3. Activity Attributes

4. Approved Change Requests

5. Milestone list

TOOLS & TECHNIQUES

1. Precedence Diagramming Method (PDM)

2. Arrow Diagramming Method (ADM)

3. Dependency Determination

4. Applying Leads & Lags

5. Network Templates

OUTPUTS

1. Project Network Diagram

2. Activity List Updates

3. Activity Attributes Updates

4. Requested Changes

RZH 2008

Beda ADM dan PDMADM

PDM

Aktifitas-1

durasi

Aktifitas-2

durasi

LS

EFES

LF LS

EFES

LF

Event 1 Event 2Aktifitas-1

durasi

LS

EFES

LF

LS: Latest Start LF: Latest Finish

ES: Earliest Start EF: Earliest Finish

RZH 2008

Tipe Hubungan Precedence

Aktifitas-1 Aktifitas-2FS Finish to Start: mulainya Aktifitas-2

tergantung dari selesainya Aktifitas-1

Aktifitas-1Aktifitas-2

FFFinish to Finish: selesainya Aktifitas-2 tergantung dari selesainya Aktifitas-1

Aktifitas-1Aktifitas-2

SSStart to Start: mulainya Aktifitas-2 tergantung dari mulaiinya Aktifitas-1

Aktifitas-1 Aktifitas-2SF Start to Finish: selesainya Aktifitas-2

tergantung dari mulainya Aktifitas-1

RZH 2008

Lag & Lead dalam Precedence

Aktifitas-1 durasi 10 d

Aktifitas-2 durasi 5 d

FS 4 d lag Lag: Aktifitas-2 baru boleh start 4 hari setelah Aktifitas-1 selesai

1 10

1915

1 10

Aktifitas-1 durasi 10 d

Aktifitas-2 durasi 5 d

FS 4 d lead

117

Lead: Aktifitas-2 boleh start 4 hari menjelang Aktifitas-1 selesai

RZH 2008

Contoh Project : Pembuatan ParitActivity Sequencing

Rekatkan precast

Pasang tutupSusun precast

Buang tanah

Aduk semen

Marking

Gali tanah

RZH 2008

Activity Resource Estimating

INPUTS

1. Enterprise Environmental Factors

2. Organizational Process Assets

3. Activity Lists

4. Activity Attributes

5. Resource Availability

6. Project Management Plan

TOOLS & TECHNIQUES

1. Expert Judgment

2. Alternatives Analysis

3. Published Estimating Data

4. Project Management Software

5. Bottom up Estimating

OUTPUTS

1. Activity Resource Requirements

2. Activity Attributes Updates

3. Resource Breakdown Structure

4. Resource Calendars Updates

5. Requested Changes

RZH 2008

Contoh Project : Pembuatan ParitActivity Resource Estimating

Aktifitas Type Kuantitas Remark

Marking marker 2 persons 75m/d/p

Gali tanah penggali 20 persons 100m3/d/p

Buang tanah pengangkut 25 persons 20m3/d/p

Aduk semen pengaduk 6 persons 5m3/d/p

Susun precast Penyusun 6 persons 10m/d/p

Rekatkan precast Perekat 3 persons 5m3/d/p

Pasang tutup Pemasang tutup

2 persons 50m/d/p

RZH 2008

Contoh Project : Pembuatan ParitActivity Resource Estimating

Tipe Resource Quantity

Indirect labour 6 orang

Direct labour 50 orang

Selokan precast dan tutupnya 300 m

Semen 100 kantong

Pasir & kerikil 60 m3

Alat gali tanah (manual) 16 set

Alat setting selokan precast 2 set

Alat angkut tanah (manual) 10 set

Alat angkut dan aduk concrete 3 setRZH 2008

Activity Duration Estimating

INPUTS

1. Activity List

2. Activity Attributes

3. Activity Resource Requirements

4. Organizational Process Assets

5. Project Scope Statement

6. Enterprise Environmental Factors

7. Resource Calendars

8. Project Management Plan

TOOLS & TECHNIQUES

1. Expert Judgment

2. Analogous Estimating

3. Parametric Estimating

4. Three-Point Estimates

5. Reserve Analysis

OUTPUTS

1. Activity Duration Estimates

2. Activity Attributes Updates

RZH 2008

Activity Duration Estimating

• Durasi = volume kerja / kecepatan kerja

• Kecepatan kerja = banyaknya unit penentu kecepatan kerja x produktifitas rata-rata unit penentu

RZH 2008

Contoh Project : Pembuatan ParitActivity Duration Estimating

Aktifitas Volume Kecepatan Durasi

Marking 300 m 150 m/d 2 hari

Gali tanah 2000 m3 2000 m3/d 1 hari

Buang tanah 2000 m3 500 m3/d 4 hari

Aduk semen 90 m3 30 m3/d 3 hari

Susun precast 300 m 60 m/d 5 hari

Rekatkan precast 90 m3 15 m3/d 6 hari

Pasang tutup 300 m 100 m/d 3 hariRZH 2008

Contoh Project : Pembuatan Parit

Activity Duration Estimating

Rekatkan precast

Marking Pasang tutupSusun precast

Buang tanah

Aduk semen

Gali tanah

2 hari

4 hari1 hari

5 hari 3 hari

6 hari3 hariRZH 2008

Schedule Development

INPUTS

1. Project Network Diagrams

2. Activity Duration Estimates

3. Resource Calendars

4. Activity Resource Requirements

5. Project Management Plan

6. Organizational Process Assets

7. Project Scope Statements

8. Activity List

9. Activity Attributes

TOOLS & TECHNIQUES

1. Resource Leveling

2. Project Management Software

3. Schedule Network Analysis

4. CPM

5. Schedule Compression

6. What-if Scenario Analysis

7. Critical Chain Method

8. Applying Calendars

9. Adjusting Leads & Lags

10. Schedule Model

OUTPUTS

1. Project Schedule

2. Schedule Management Plan

3. Resource Requirement Updates

4. Schedule Model Data

5. Schedule Baseline

6. Activity Attributes Updates

7. Project Calendar Updates

8. Requested ChangesRZH 2008

Mathematical Analysis

• Critical Path Method• Graphical Evaluation and Review

Technique (GERT) • Program Evaluation and Review

Technique (PERT)

RZH 2008

Contoh Project : Pembuatan ParitSchedule Development

Rekatkan precast

Marking Pasang tutupSusun precast

Buang tanah

Aduk semen

Gali tanah

2 hari

4 hari1 hari

5 hari 3 hari

6 hari3 hari

1 2

3 5

1 2

6 8

4 8

3 3

3 311 14

9 14

15 17

4 8

4 7

9 14

15 17

RZH 2008

Duration Compression

• Fast Tracking: pelaksanaan overlapping aktifitas-aktifitas yang normalnya dilakukan secara berurutan dengan maksud mempersingkat total durasi proyek

• Crashing: percepatan satu atau lebih aktifitas yang ada di jalur kritis dengan maksud mempersingkat total durasi proyek

RZH 2008

cost

duration

Activity X

Resource LevelingResource leveling dilakukan karena:• Terbatasnya durasi proyek sedangkan resource yang

dibutuhkan lebih sedikit daripada yang ada. • Adanya indikasi fluktuasi drastis jumlah resource

dengan frekuensi fluktuasi yang terlalu sering

Yang dapat dilakukan untuk resource leveling:• Kerahkan resource untuk mengamankan

penyelesaian aktifitas dalam critical path • Perpanjang durasi aktifitas yang punya float time• Geser aktifitas yang punya float time.

RZH 2005

Contoh Project : Pembuatan ParitSchedule Development: Resource leveling

Aktifitas Durasi Float Kebutuhan resource

Gali tanah 1 hari 0 hari 16 orang

Aduk concrete 3 hari 3 hari 16 orang

Resource yang ada 24 orang Total kebutuhan 32 orang

Aktifitas Durasi Float Pemakaian resource

Gali tanah 1 hari 0 hari 16 orang

Aduk concrete 6 hari 0 hari 8 orangRZH 2008

Critical Chain

A project management methodology designed to address the following goals:

• Getting each project to completion more quickly• Funneling more projects through the organization

without adding resources

In a project, the Critical Chain is defined as the longest chain of dependent events where the dependency is either task or resource related

Steps to derive Critical Chain

1. Identify the system constraint2. Decide how to exploit the constraint3. Subordinate everything else to the above decision4. Elevate the system’s constraint5. If, in a previous step, the system’s constraint has

been broken, go back to step 1

(see chapter 22 of Kerzner’s book)

Learning Curves

• A product can always be manufactured better in a shorter time period not only the second time, but each succeeding time

• Each time cumulative production doubled, the total manufacturing time and cost fell by a constant and predictable amount

• Typically, learning curves produce a cost and time savings of 10 to 30% each time a company’s experience at producing a product doubles

Conclusion on Learning Curves

• The time required to perform a task decreases as the task is repeated

• The amount of improvement decreases as more units are produced

• The rate of improvement has sufficient consistency to allow its use as a prediction tool

(see chapter 18 of Kerzner’s book)