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Presentasi Materi 1 - Lpk-Tmi PDF
Presentasi Materi 1 - Lpk-Tmi PDF
PROJECT MANAGEMENT
Ir Asep Saefulbachri Ramli, MBA, MM
Senior Management Trainer
Lektor Kepala Teknik Industri
Sarjana Teknik Industri ITB.
Master of Business Administration,MBA
Telkom-Asian Institute of Management
Manila.
System Engineering, Siemens Munchen
Jerman.
Telecommunication Management Executive
Course, University of Southern California.
Business management Alta Telecom
International Edmonton Canada.
University Management, Arizona State
university, USA.
Pendidikan
• PT Prayasa Consulting.
• PT BAT Indonesia.
• Bank Indonesia.
• PT Telkom.
• Dosen Tidak Tetap Program MBA/MM Telkom University.
• Dosen Tetap Teknik Industri Universitas Pasundan Bandung
• Founder dan Direktur FEI Training and Consulting.
• Team Leader Program Sertifikasi Procurement Bank Indonesia
Jakarta
• Trainer di lebih dari 30 Training Provider di Indonesia dan Malaysia.
• Dosen Tetap Prodi Teknik Industri Universitas pasundan Bandung.
• Dosen Program MBA Telkom University.
Pengalaman Kerja
PRACTICAL
PROJECT MANAGEMENT
WHAT IS THE PROJECT ?
A Temporary Endeavor
Undertaken To Create Unique
Products, Service Or Result.
DEMAND CUSTOMER
MARKET REQUEST
WHY ARE
PROJECT
UNDERTAKEN
?
ORGANIZATION LEGAL
NEED REQUIREMENT
PROJECT VS OPERATION
• Temporary • Ongoing
• Unique • Repetitive
• Ends When • Does Not End
Objectives When Objectives
Are Met Are Met
WHAT IS THE PROJECT
MANAGEMENT ?
PROJECT MANAGEMENT IS
THE APPLICATION OF
PROCESSES, KNOWLEDGE,
SKILLS AND EXPERIENCE TO
ACHIEVE THE PROJECT
OBJECTIVES.
THE PROJECT CONSTRAINTS
SCOPE
RISK QUALITY
THE PROJECT
COST TIME
RESOURCE
A PROGRAM IS A GROUP OF
RELATED PROJECTS, SUBSIDIARY
PROGRAMS, AND PROGRAM
ACTIVITIES MANAGED IN A
COORDINATED WAY TO OBTAIN
• Project Plan
• Lessons Learned
Management Processes:
• Initiating Processes
• Planning Processes
• Executing Processes
• Controlling Processes
• Closing Processes
Perencanaan Proyek
Scope Activity
Planning Sequencing
Activity
Schedule
Definition
Development
Scope Duration
Definition Estimating
Cost
Budgeting
Resource
Planning
Plan
Cost
Development
Estimating
Network Planning
PENYUSUNAN JADWAL
PROYEK
Jaringan Kerja :
• Penggambaran grafis dari suatu proyek. Kegiatan-
kegiatan yang merupakan unsur proyek dan hubungan
ketergantungan antara yang satu dengan yang lain
disajikan dengan menggunakan tanda-tanda.
METODE JARINGAN
KERJA MANAJEMEN
PROYEK
• Perencanaan
• Pengendalian
• Pemahaman lingkup proyek dan
permasalahannya.
• Komunikasi
FAKTOR YANG PERLU DIPERHATIKAN
DALAM MEMPERKIRAKAN WAKTU
KEGIATAN
4 G
C
2 5
2 5
2
TF = 3 2
TF = 3
FF = 0 FF = 3
LINTASAN KRITIS
KODE
AKTIVITAS t ES EF LS LF TF
B 1 0 1 0 1 0
C 2 0 2 2 4 2
A 4 0 4 1 5 1
D 4 1 5 1 5 0
F 4 1 5 3 7 2
G 2 2 4 7 3 5
E 2 5 7 5 7 0
0 1 2 3 4 5 6 7
PROGRAM EVALUATION
AND REVIEW
TECHNIQUE (PERT)
PROGRAM EVALUATION AND
REVIEW TECHNIQUE (PERT)
Estimasi Waktu Aktifitas
a 4m b
t
6
Standar Deviasi
= b-a
6
Dimana :
a = most optimistic time
b = most pessimistic time
m = most likely time
EXPECTED TIME AND STANDAR DEVIATION FOR ACTIVITIES
THE RESPONSE 1000 PROJECT
a m b (a + 4 m + b ) / 6 I (b - a) / 6 I
Aktivity Most optimistic Most Likely Most Pessimistic Expected Activity Std
Time Time Time Time Deviasi
A 1 2 3 2 0.33
B 1 2 3 2 0.33
C 1 2 3 2 0.33
D 1 2 9 3 1.33
E 2 3 10 4 1.33
F (Dummy Activity) 0 0
G 3 6 15 7 2.00
H 2 5 14 6 2.00
I 1 4 7 4 1.00
J 4 9 20 10 2.67
K 1 2 9 3 1.33
L 4 4 4 2 0
DETERMINATION OF CRITICAL PATH FOR RESPONSE 1000 PROJECT
Slack Activity
Aktivity Earliest Latest Earliest Latest ( LS - ES or on critical
Start Start Finish Finish LF - EF Path
A 0 5 2 7 5
B 0 4 2 6 4
C 0 0 2 2 0 YES
D 2 8 5 11 6
E 2 7 6 11 5
F (Dummy Activity)
G 2 8 9 15 6
H 2 6 8 12 4
I 6 11 10 15 5
J 2 2 12 12 0 YES
K 12 12 15 15 0 YES
L 15 15 19 19 0 YES
PRECEDENCE DIAGRAM METHOD(PDM)
Macam Jaringan Kerja
Peristiwa Peristiwa
(node/event) (node/event)
terdahulu berikutnya
Kegiatan
i Kurun Waktu
j
(D)
Macam Jaringan Kerja
Kategori AOA
Critical Path Method – CPM
Project Evaluation and Review Technique – PERT
Kategori AON
Preceden Diagram Method - PDM
PRECEDENCE DIAGRAM METHOD
Kegiatan dalam Precedence Diagram Method (PDM) digambarkan
oleh lambang segi empat karena letak kegiatan ada di bagian node
sehingga sering disebut juga Activity On Node (AON)
Kelebihan PDM
Tidak memerlukan kegiatan fiktif/dummy sehingga pembuatan jaringan
menjadi lebih sederhana
Hubungan overlapping yang berbeda dapat dibuat tanpa menambah jumlah
kegiatan
Kegiatan Tumpang Tindih (Overlapping)
Aturan dasar CPM : suatu kegiatan baru boleh dimulai setelah pekerjaan
terdahulu diselesaikan
Untuk kegiatan yang tumpang tindih serta berulang-ulang akan memerlukan
dummy yang banyak sekali, sehingga tidak praktis dan kompleks.
PRECEDENCE DIAGRAM METHOD
Contoh : Proyek Pemasangan Pipa
Mt Mt
1 40% 2 60% 3
Mp Mp
40% 4 5 60% 8
Mk Mk
40% 6 7 60% 9
PRECEDENCE DIAGRAM METHOD
Projek dengan PDM
Nomor Urut
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A 10,000 10,000 10,000
B 100,000 100,000
C 40,000
D 5,000 5,000 5,000 5,000
E 15,000 15,000 15,000 15,000 15,000
F 50,000 50,000
G 75,000
H 6,000 6,000 6,000
I 60,000 60,000 60,000 60,000
Total 110,000 110,000 10,000 45,000 130,000 115,000 65,000 75,000 75,000 15,000 15,000 15,000 6,000 6,000 6,000
Cumulatif 110,000 220,000 230,000 275,000 405,000 520,000 585,000 660,000 735,000 750,000 765,000 780,000 786,000 792,000 798,000
PROJECT COST WITH LATE START (MONTHLY AND CUMULATIVE
TOTALS
ctivity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A 10,000 10,000 10,000
B 100,000 100,000
C 40,000
D 5,000 5,000 5,000 5,000
E 15,000 15,000 15,000 15,000 15,000
F 50,000 50,000
G 75,000
H 6,000 6,000 6,000
I 60,000 60,000 60,000 60,000
Total 10,000 10,000 10,000 5,000 5,000 5,000 5,000 15,000 115,000 155,000 140,000 125,000 66,000 66,000 66,000
Cumulatif 10,000 20,000 30,000 35,000 40,000 45,000 50,000 65,000 180,000 335,000 475,000 600,000 666,000 732,000 798,000
Biaya Setiap Aktifitas
• Direct Material (Material yang diperlukan
dalam Bill of Quantity).
• Direct labor.
• Overhead Cost ( Biaya non traceable atau
biaya yang tidak termasuk Direct material
dan Direct labor).
Overhead Cost
• Supervisi.
• Biaya manajemen.
• Sewa peralatan.
• Biaya listrik.
• Sewa tempat.
• Akomodasi.
• Transportasi
• Depresiasi
• dll