Project Planning
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Management Processes
Planning Organizing Actuating Controlling
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Planning Cycle
OK Planning Actuating Evaluation
Feedback
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Benefit of Planning
Reduce Uncertainty Key to success Increase effectiveness and efficiency Starting point for controlling
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Type of Planning
Type Strategic Scope Corpr/Bus [Link] [Link] Top Uncertain
Tactical
Functional Middle
Probabilistic
Action
Oprtional Oprtional Deterministic
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Strategic Linkages
Corporate Strategy Business Strategy Functional Strategy Operation/Production Management
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Management Level
Corporate/Business
Top Middle
Business/Functional Operational
Operational
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Attention of Organizational Level
Org. Level Mgt Level Performance Org. Focus Mgt. Attn
Corporate Top Return [Link] Fiscal
Business
Middle
Market Share [Link] Efficiency Productivity
Process
Market
Operation
Operational
Work
Process
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Time Frame
Operational Functional
Business
Corporate
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Corporate Strategy
Scope : Corporate/ Enterprise Objectives : Growth Performance : ROI/RONA/ROE.. Formulation :
Penetration Market Development Product Development Diversification
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Ansoff Strategy
Product
EXISTING NEW
M a r k e t
N E W
MARKT. DEV
DIVERSIVICATION
E X I S T I N G
PENETRATION
PROD. DEV
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Business Strategy
Scope : SBU Objective : Competitiveness Performance : Market Share Formulation:
Cost Leadership Differentiation Focus
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Functional Strategy
Scope : Business Function Objective : Competitive Priority Performance :
Target Cost
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Operation Strategy
Scope : Production/operation Objective : Competitive Priority Performance :
Quality Cost Delivery Flexibility Safety
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Example of Operation Objective
QUALITY
TAHUN INI Kepuasan konsumen 75 % Persentase scrapdan reject 15 % Biaya garansi ( % penjualan) 1 % 5 TAHUN YAD KOMPETITOR 85 % 75 % 5% 10 % 0.5 % 1%
COST
COGM ( % COGS ) ITO 55 % 41 x 45 % 52 x 50% 50 x
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Example of Operation Objective
DELIVERY
TAHUN INI 5 TAHUN YAD KOMPETITOR
Fill Rate Lead Time (minggu )
90% 3
95% 1
95% 1
FLEXIBILITY
Waktu untuk mengenalkan produk baru Waktu perubahan kapasitas 10 bulan 3 bulan 6 bulan 3 bulan 8 bulan 3 bulan
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Operational Management
Scope : Production/Operation Objective : Efficiency Performance:
Quality Cost Delivery Flexibility Safety
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Basic Concept of Planning
Description of activities to achieve the setting objective Objective
Activity A Activity [Link] N
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Objective
Realistic Measurable Time frame Challenging
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Activity
Realistic Complete and Exhaustive Need Resources (Time, Man, Machine, Material Money)
Basic Activity
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Non Basic
Out Put
Activity A B C D E . . N Schedule Budget 500.000 PIC X
100.000
250.000
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Project Scheduling
Jadwal Induk ( Master Schedule) Managerial
Jadwal Rinci (Working Schedule) Operational
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Good Schedule
Easy to understand Detail Non conflicting Reliable Concordance with available resources Identify critical activity and path
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Step in Scheduling
Understand the objective Identify Activity/Task Estimate time for each activity Identify dependability among activities Schedule activities concordance with:
due date resources
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Scheduling With CPM
Identify Activity/Task Estimate time for each activity Identify dependability among activities Make Network diagram Identify critical path Make schedule:
Forward Pass (Maju) Backward Pass (Mundur)
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Work Breakdown Structure
Systematic approach to define the total project in such away that all elements have the proper relationship to each other and no elements is overlook. PBS Chart is created by starting at the top level-elements, which identifies the total project, and breaking out the major and natural elements of the project at the next lower level.
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Project Breakdown Structure
The structure of hierarchical physical components starting from total project to basic elements
X Level 0
A B1
B B2
Level 1 Level 2 Level n
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Step in Developing PBS
Develop the initial PBS in top down fashion Review and revise the completed PBS with all affected managers and specialist, until agreement is reached on its validity Identify work control package to be planned, estimated, budgeted, scheduled, and controlled Identify for each PBS element down to and including each work package: responsible, product specification, contractors and supplier, resources, work order, cost account number and miles stone Evaluate the results to identify problems and initiate corrective action.
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Project Breakdown Structure
The structure of hierarchical components starting from total project to basic elements
Level 0
S S1 E1
A B1
B B2
Level 1 Level 2 Level n
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Work Breakdown Structure
Systematic approach to define the total project in such away that all elements have the proper relationship to each other and no elements is overlook. PBS Chart is created by starting at the top level-elements, which identifies the total project, and breaking out the major and natural elements of the project at the next lower level.
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CPM Method
Sistem Notasi :
Arrow System Node System
Arrow System:
Activity :
Dummy Activity: Event :
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Rule of Network Diagram
1. Suatu Asktivitas hanya dapat dimulai apabila aktivitas yang mendahuluinya ( predecessor) telah selesai 2. Diantara 2 event yang sama hanya boleh digambarkan sebuah anak panah 3. Hanya ada satu initial event dan sebuah terminal event 4. Panjang pendek anak panah tidak memiliki arti 5. Penomoran dari kecil kebesar
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Critical path
Notation
ES: Earliest Starting time EC: Earliest Completion time LS: Latest Starting time t : Activity duration
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Rule 1
Unless otherwise stated, the starting time of a project is set equal ti time zero. Taht is, the firs node, node 1, inthe network has an ES of zero, thus : ES(1)=0
Rule 2
ES for any activity for any node ( activity j) is equal to the maximum of the EC of immediate predecessor of the node:
ES(i) = Max{EC(j)} for j P(i) P(i) ={set of immediate predecessors of activity
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Rule 3
EC of activity i is the activitys ES plus its estimated time, ti
EC(i) = ES (i) + ti
Rule 4
EC of a project is equal to the ES of every last noden, in the project network.
EC ( Project)= EC(n)
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Rule 5
Unless the LC of a project is explicitly specified, it is set equql to the EC of the project. This is called the Zero project slack convention
LC ( Project)= EC(Project)
Rule 6
If a desired deadline, Tp is specified for aproject, then
LC ( Project = Tp
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Rule 7
LC for activity j is the smallest of the latest start time of activitys immediate successors.
LC(j)= Min i S(j) where S(j)={ immediate successors of activity j}
Rule 8
LS for activity j is LC minus activity time: LS(j)=LC(j)-ti
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Example
Aktivity A B C D E F Time 6 3 6 6 3 3 Predecessor A A B, C D F
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Network Diagram
A(6) 1 2
B(3) 4 C(6) 3
D(6) 5
E(3) 6
F(3) 7
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Forward Pass
A(6) 6 2 0 1 0 6
B(3)
C(6) 12 3 12
E(3) D(6) F(3) 9 18 12 21 4 5 6 7 18 21 24 12
24
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Forward Pass
A(6) 1 0 6
9 2 6
B(3) 12
D(6)
E(3)
F(3) 24
C(6) 12 3 12
4 12 5 6 7 18 18 21 21 24 12
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Critical Path
Path with least slack in the network diagram The longest path in the network diagram
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Slack
Total Slack (TS)
Amount of time an activity may be delayed from its ES without delaying the EC of the project TS(j)=LC(j)-EC(j) or TS(j)=LC(j)-ES(j)
Free Slack (FS)
Amount of time an activity may be delayed from its ES without delaying the starting time of any of its immediates predecessor FS(j)= Min{ES(i)}-EC(j)
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Critical Path
A(6) 9 B(3) 12 1 0 2 6 6 C(6) 12 3 12
D(6)
E(3)
F(3) 24
4 12 5 6 7 18 18 21 21 24 12
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Schedule
Activities 3 A B C D E F 6 9 Schedule 12 15 18 21 24
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S Curve
Activities 3 A B C D E F
Rp Penyerapan % Penyerapan % Kumulatif
Schedule 6 5 20 9 9 6 6 25 5 5 5 5 5 10 29 9 6 6 29 9 6 6 39DWIGY@[Link] 48 54 60 15 25 15 25 15 85 100 9 12 15 18 21 24
Budget (Juta Rp) 10 20 18 12 25 15
