MANAJEMEN PROYEK

SISTEM INFORMASI
Project Schedule Management
KEY CONCEPTS FOR PROJECT
SCHEDULE MANAGEMENT
◻ Project scheduling provides a detailed plan that
represents:
how and when the project will deliver the products,
services, and results defined in the project scope
serves as a tool for communication, managing
stakeholders’ expectations,
as a basis for performance reporting.
Schedulling Overview
Project Schedule Management
Overview
Project Schedule Management
Processes
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities Estimate
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
 Project Schedule Management
Processes

Project Management Process Groups

Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing

6.1 Plan Schedule Management

6. Project 6.2 Define Activities
Schedule 6.3 Sequence Activities Estimate 6.6 Control Schedule
Management 6.4 Estimate Activity Durations
6.5 Develop Schedule

Across Project Management Process Groups

6.1 PLAN SCHEDULE
MANAGEMENT
◻ Process of establishing the policies, procedures,
and documentation for planning, developing,
managing, executing, and controlling the project
schedule.
◻ Provides guidance and direction on how the project
schedule will be managed throughout the project.
 6.1.1 PLAN SCHEDULE
MANAGEMENT: INPUTS
1. Project Charter defines the summary milestone schedule that will influence the
management of the project schedule.
2. Project • Scope management plan: provide information on how the
Management schedule will be developed
Plan Development approach: define the scheduling approach,
estimating techniques, scheduling tools, and techniques for
controlling the schedule.
3. Enterprise •Organizational culture and structure,
Environmental •Team resource availability and skills and physical resource
Factor availability,
•Scheduling software,
•Guidelines and criteria
•Commercial databases
4. Organizational •Historical information and lessons learned repositories;
Process Assets •Existing formal and informal schedule development
•Templates and forms; and
•Monitoring and reporting tools.
 6.1.2 PLAN SCHEDULE
MANAGEMENT: TOOLS AND
TECHNIQUES
1. Expert Expertise should be considered from individuals or groups with
Judgement specialized knowledge or training in previous, similar projects
2. Data Analysis determining which schedule methodology to use, how detailed the
schedule needs to be, the duration of waves for rolling wave
planning, and how often it should be reviewed and updated

3. Meetings Project teams may hold planning meetings to develop the schedule
management plan. Participants at these meetings
may include the project manager, the project sponsor, selected
project team members, selected stakeholders, anyone
with responsibility for schedule planning or execution, and others
as needed.
 6.1.3 PLAN SCHEDULE
MANAGEMENT: OUTPUTS
1. Schedule •Project schedule model development.
Management Plan •Release and iteration length.
•Level of accuracy
•Units of measure.
•Organizational procedures links WBS
•Project schedule model maintenance
•Control thresholds
•Rules of performance measurement
•Reporting formats
6.2 DEFINE ACTIVITIES

Definition: “The process of identifying the specific actions to

be performed to produce the project
deliverables.”
PMBoK® Guide, 6th Edition, p. 183
 6.2.1 DEFINE ACTIVITIES:
INPUTS
1. Project Schedule management plan: defines the schedule methodology,
Management the duration of waves for rolling wave planning, and the level of
Plan detail necessary to manage the work.
Scope baseline: project WBS, deliverables, constraints, and
assumptions documented in the scope baseline are considered
explicitly while defining activities.
2. Enterprise •Organizational culture and structure,
Environmental •Commercial databases
Factor •Project Management Information Systems
3. Organizational •Historical information and lessons learned repositories;
Process Assets •Standardized process
•Existing formal and informal activity planning
•Templates that contain a standard activity list or a portion of an
activity list from a previous project
 6.2.2 DEFINE ACTIVITIES: TOOLS
AND TECHNIQUES
1. Expert Expertise should be considered from individuals or groups with
Judgement specialized knowledge or training in previous, similar projects
2. Decomposition Technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
Each work package within the WBS is decomposed
into the activities required to produce the work package
deliverables.
3. Rolling Wave an iterative planning technique in which the work to be
Planning accomplished in the near term is planned in detail, while work
further in the future is planned at a higher level.
4. Meetings Meetings may be held with team members or subject
matter experts to define the activities needed to complete the work.
 6.2.3 DEFINE ACTIVITIES:
OUTPUTS
.1 Activity List A comprehensive list including all schedule activities required on the
project. The activity list includes the activity identifier and a scope of
work description in sufficient detail to ensure the project team
members under stand the work to be complete. It does not include
any activities that are NOT required as part of the project scope.

.2 Activity may include activity descriptions, predecessor activities, successor

Attributes activities, logical relationships, leads and lags (Section 6.3.2.3),
resource requirements, imposed dates, constraints, and
assumptions. Activity attributes can be used to identify the
place where the work has to be performed, the project calendar the
activity is assigned to, and the type of effort
involved.
.3 Milestone List Identifies significant points or events in the project and indicates
whether they are mandatory or optional.
 6.2.3 DEFINE ACTIVITIES:
OUTPUTS
4. Change Once the project has been baselined, the progressive elaboration of
Requests deliverables into activities may reveal work that was not initially
part of the project baselines. This may result in a change request.
5. Project •Schedule baseline:
Management •Cost baseline
Plan Updates
6.3 SEQUENCE ACTIVITIES

Definition: “The process of identifying and documenting

relationships among the project activities.”
PMBoK® Guide, 6th Edition, p. 187
 6.3.1 SEQUENCE ACTIVITIES:
INPUTS
1. Project Schedule management plan: defines the method used and the
Management level of accuracy along with other criteria required to sequence
Plan activities.
Scope baseline: The project WBS, deliverables, constraints, and
assumptions documented in the scope baseline are considered
explicitly while sequencing activities.
2. Project Activity attributes: describe a necessary sequence of
Document events or defined predecessor or successor relationships, as well as
defined lead and lag and logical relationships
between the activities.
Activity list: all schedule activities required on the project that are
to be sequenced.
Assumption log: Assumptions and constraints recorded in the
assumption log may influence the way activities are sequenced.
Milestone list: The milestone list may have scheduled dates for
specific milestones, which may influence the way activities are
sequenced.
 6.3.1 SEQUENCE ACTIVITIES:
INPUTS
3. Enterprise •Government or industry standards,
Environmental •Project management information system (PMIS),
Factor •Scheduling tools, and
•Organization work authorization systems.
4. Organizational •Portfolio and program plans and project dependencies and
Process Assets relationships
•Existing formal and informal activity planning-related policies,
procedures, and guidelines
•Templates that can be used to expedite the preparation of networks
for project activities
•Lessons learned repository
6.3.2 SEQUENCE ACTIVITIES:
TOOLS AND TECHNIQUES
◻ 6.3.2.1 PRECEDENCE DIAGRAMMING METHOD
A technique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one
or more logical relationships to show the sequence in which the
activities are to be performed.
PDM includes four types of dependencies or logical relationships.
■ Finish-to-start (FS). A logical relationship in which a successor
activity cannot start until a predecessor activity has finished.
■ Finish-to-finish (FF). A logical relationship in which a successor
activity cannot finish until a predecessor activity has finished
■ Start-to-start (SS). A logical relationship in which a successor
activity cannot start until a predecessor activity has started.
■ Start-to-finish (SF). A logical relationship in which a successor
activity cannot finish until a predecessor activity has started.
Precedence Diagramming Method
(PDM) Relationship Types
6.3.2.2 DEPENDENCY
DETERMINATION AND
INTEGRATION
◻ Mandatory Dependencies:
Those that may be contractually required or inherent in the nature of the work
being done (hard logic)
◻ Discretionary Dependencies:
Preferred logic, preferential logic or soft logic
Based on knowledge of best practices within a particular application area
Can limit scheduling options and should be used
◻ External Dependencies:
Involve a relationship between project and non-project activities
Generally outside control of the project team
Internal Dependencies:
a precedence relationship between project activities and are generally inside the
project team’s control
6.3.2.3 LEADS AND LAGS
◻ A lead is the amount of time a successor activity can be
advanced with respect to a predecessor activity.
on a project to construct a new office building, the landscaping
could be scheduled to start 2 weeks prior to the scheduled punch
list completion.
◻ A lag is the amount of time a successor activity will be
delayed with respect to a predecessor activity.
a technical writing team may begin editing the draft of a large
document 15 days after they begin writing it.
6.3.2.4 PROJECT MANAGEMENT
INFORMATION SYSTEM (PMIS)
◻ Project management information systems includes
scheduling software that has the capability to help:
plan, organize, and adjust the sequence of the
activities;
insert the logical relationships, lead and lag values;
differentiate the different types of dependencies.
 6.3.3 SEQUENCE ACTIVITIES:
OUTPUTS
.1 Project A project schedule network diagram is a graphical representation
Schedule Network of the logical relationships, also referred to as dependencies,
among the project schedule activities.
Diagram

.2 Project Activity attributes

Document Activity list
Assumption log
Updates
Milestone list
Project Schedule Network Diagram
6.4 ESTIMATE ACTIVITY
DURATIONS
Definition: “The process of approximating the number of work
periods needed to complete individual activities with
estimated resources.”
Source: PMBoK® Guide,6th Edition, p.195
 6.4.1 ESTIMATE ACTIVITY
DURATIONS: INPUTS
1. Project Management Schedule management plan: defines the method used
Plan
2. Activity List contains all schedule activities required on the project, which are to be
estimated.
.2 Activity Attributes describe defined predecessor or successor relationships, as well as
defined lead and lag and logical relationships
.3 Assumption Log give rise to individual project risks that may impact the project
schedule.
.4 Lesson Learned Lessons learned earlier in the project with regard to
Register effort and duration estimating can be applied to later phases in the
project
5. Milestones List scheduled dates for specific milestones that may impact the duration
estimates.
6. Project Team The project is staffed when the appropriate people
Assignment have been assigned to the team.

7. Resource Breakdown provides a hierarchical structure of the identified resources by resource

Structure category and resource type.
 6.4.1 ESTIMATE ACTIVITY
DURATIONS: INPUTS
8. Resource Calendar influence the duration of schedule
activities due to the availability of specific resources,
type of resources, and resources with specific attributes.
9. Resource Requirement Have an effect on the duration of the activity
10. Risk Register Individual project risks may impact resource selection
and
availability.
11. Enterprise • Duration estimating databases
Environmental • Productivity metrics
• Published commercial information
Factors
12. Organizational Process • Historical duration information
• Project calendars
Assets
• Scheduling Methodology

• Lessons-learned
 6.4.2 ESTIMATE ACTIVITY
DURATIONS: TOOLS AND
TECHNIQUES
.1 Expert Judgment • Experienced resources guided by historical information can provide
duration information or maximum activity durations from prior similar
projects.
• Can also assist in determining appropriate estimating methods.

.2 Analogous Estimating • Used when there is limited amount of detailed information available
about the project or project segment and relies heavily on the current
project’s similarity to a prior one. Uses parameters such as duration,
budget, size, weight and complexity from a previous project to
estimate.
• Less costly and time consuming method of estimating but generally
less accurate.
• Most reliable when previous activities are similar in fact and not just
appearance.
 6.4.2 ESTIMATE ACTIVITY
DURATIONS: TOOLS AND
TECHNIQUES
.3 Parametric • Uses a statistical relationship between historical data and other
Estimating variables to calculate an estimate for activity parameters such as cost,
budget and duration.
• Produces higher levels of accuracy depending on the sophistication
and underlying data built into the models.
eg: 100 sq ft of carpet can be laid in 2 hrs, then 1000 sq ft
would take 20 hrs.
• Industrial or professional tables often available for trades to estimate
projects
• Can be applied to a total project or segments of a project.
 6.4.2 ESTIMATE ACTIVITY
DURATIONS: TOOLS AND
TECHNIQUES
.4 Three-Point • Improves duration estimates by considering estimation uncertainty and
Estimating risk
• Originated with PERT (Project Evaluation and Review Technique)
• Uses 3 estimates:
Most Likely (tM) duration of the activity given resources likely to be
assigned, their productivity, realistic expectations of availability and
dependencies on other participants and interruptions
Optimistic (tO) estimated duration is based on best-case scenario
Pessimistic (tP) estimated duration is based on the worst-case
scenario
• PERT analysis calculates and EXPECTED (tE) using a weighted average
of the 3 estimates:
tE = tO + 4tM + tP
6
 6.4.2 ESTIMATE ACTIVITY
DURATIONS: TOOLS AND
TECHNIQUES
5. Bottom-Up Bottom-up estimating is a method of estimating project duration
Analysis or cost by aggregating the estimates of the lowerlevel
components of the WBS.
6. Data Analysis - • Duration estimates may include contingency reserves to account for
Reserve Analysis schedule uncertainty.
• The reserve may be a percentage of the estimated duration, a fixed
number of work periods, or developed using quantitative analysis.
• As more information becomes available, the contingency reserve may be
adjusted or eliminated.
• Contingency must be clearly identified in schedule documentation.

7. Decision Making • Voting

8. Meetings • The project team may hold meetings to estimate activity

durations.
 6.4.3 ESTIMATE ACTIVITY
DURATIONS: OUTPUTS

.1 Activity Duration • Quantitative assessments of the likely number of work periods required to
Estimates complete an activity.
• Does not include any lags (6.2.2.3) but may include a range of possible
results:
• 2 weeks + 2 days = 8 – 12 work days (assuming 5 day work week)
• 15% probability of exceeding 3 weeks (= 85% probability of taking less
than 3 weeks)

2. Basis of Estimates The amount and type of additional details supporting the
duration estimate vary by application area.
3. Project Document • Activity Attributes.
Updates • Assumptions log made in estimating duration estimates include skill levels
and availability.
• Lesson learned Register
6.5 DEVELOP SCHEDULE
Definition: “The process of analyzing activity sequences,
durations, resource requirements, and schedule
constraints to create the project schedule.”
 6.5.1 DEVELOP SCHEDULE:
INPUTS
1. Project Management Schedule management plan: identifies the scheduling method
Plan and tool used to create the schedule
Scope baseline: WBS & WBS Dictionary
2. Activity List identifies the activities that will be included in the schedule
model.
.2 Activity Attributes provide the details used to build the schedule model.
.3 Assumption Log give rise to individual project risks that may impact the project
schedule.
4. Basis of Estimates The amount and type of additional details supporting the
duration estimate vary by application area
5. Duration Estimates contain the quantitative assessments of the likely number of
work periods that will be required to complete an activity.
6. Lesson Learned Lessons learned earlier in the project with regard to
Register developing the schedule model
7. Milestones List scheduled dates for specific milestones that may impact the duration
estimates.
 6.5.1 DEVELOP SCHEDULE:
INPUTS
8. Project Schedule Network
Diagram
9. Project Team Assignment
10. Resource Calendar
11. Resource Requirement
12. Risk Register
13. Aggrement
contain the logical relationships of predecessors and
successors that will be used to calculate the schedule
The project is staffed when the appropriate people
have been assigned to the team.
influence the duration of schedule activities due to the
availability of specific resources, type of resources, and
resources with specific attributes.
Have an effect on the duration of the activity
Individual project risks may impact resource selection
and
availability.
Vendors may have an input to the project schedule as
they develop the details of how they will perform the
project work to meet contractual commitments.
6.5.2 DEVELOP SCHEDULE:
TOOLS AND TECHNIQUES
◻ 6.5.2.1 SCHEDULE NETWORK ANALYSIS
the overarching technique used to generate the project
schedule model. It employs several other techniques
such as critical path method, resource optimization
techniques, and modeling techniques
6.5.2.2 CRITICAL PATH
METHOD
◻ The critical path method is used to estimate the
minimum project duration and determine the amount of
schedule flexibility on the logical network paths within
the schedule model.
◻ This schedule network analysis technique calculates the
early start, early finish, late start, and late finish dates
for all activities without regard for any resource
limitations by performing a forward and backward pass
analysis through the schedule network.
◻ The critical path is the sequence of activities that
represents the longest path through a project, which
determines the shortest possible project duration.
Example of Critical Path Method
6.5.2.3 RESOURCE
OPTIMIZATION
◻ Resource
optimization is
used to adjust
the start and
finish dates of
activities to
adjust planned
resource use to
be equal to or
less than
resource
availability.
6.5.2.4 DATA ANALYSIS
◻ What-if scenario analysis. The process of
evaluating scenarios in order to predict their effect,
positive or negative, on project objectives.
◻ Simulation. Simulation models the combined
effects of individual project risks and other sources
of uncertainty to evaluate their potential impact on
achieving project objectives.
Monte Carlo Analysis
6.5.2.6 SCHEDULE
COMPRESSION
◻ Schedule compression techniques are used to shorten or
accelerate the schedule duration without reducing the
project scope in order to meet schedule constraints,
imposed dates, or other schedule objectives.
6.5.3 DEVELOP SCHEDULE:
OUTPUTS
◻ Schedule Baseline.
the approved version of a schedule model that can be
changed only through formal change control procedures
and is used as a basis for comparison to actual results
◻ Project Schedule
an output of a schedule model that presents linked activities
with planned dates, durations, milestones, and resources.
■ Gantt Chart
■ Milestones Chart
■ Project Schedule Network Diagram
Gantt Chart
•Gantt Chart menyediakan format standar untuk
menampilkan informasi jadwal proyek dengan daftar
kegiatan proyek dan berhubung tanggal mulai dan
seleai dalam format kalender.
•Simbol meliputi :
•Berlian hitam : milestone
•Garis tebal hitam : group bar
•Garis horisontal tipis: task bar
•Anak panah :ketergantungan antar tugas
Ketergantungan antar Tugas
◻ Finish to Start (FS) - the default: The task cannot start
before its predecessor ends, although it may start later. This
is the most common type of relationship, and is described
above.
◻ Start to Start (SS): The task cannot start until the
predecessor starts, although it may start later. This can be
useful if you have a task whose start date depends on the
start date of another task.
◻ Finish to Finish (FF): The task cannot end before the
predecessor ends, although it may end later.
◻ Start to Finish (SF): The task cannot end before the
predecessor starts, although it may end later. This task
relationship is rarely used.
Contoh Gantt Chart
Dependencies
Contoh Gantt Chart
Project X
Contoh Gantt Chart
Project X
 6.6 CONTROL SCHEDULE
Definition: “The process of monitoring the status of the project
to update project progress and manage changes to
the schedule baseline.”
 6.6.1 CONTROL SCHEDULE:
INPUTS
.1 Performance Reviews • Measure, compare, and analyze schedule performance such
as actual start and finish dates, percent complete and
remaining duration
• Earned Value Management utilizes schedule variance (SV:
7.3.2.1) and schedule performance (SPI: 7.3.2.3) to measure
schedule variance

.2 Variance Analysis • SV and SPI are used to assess the magnitude of variation to
the baseline.
• Total float variance can also be used to assess variance
• Most important: determine the cause and degree of variance
relative to the schedule baseline and determine if corrective or
preventive action is required
 6.6.1 CONTROL SCHEDULE:
INPUTS
.3 Project Management • Provides the ability to track planned dates versus actual dates
Software and to forecast the effects of changes to the project schedule.

.4 Resource Leveling See Section 6.5.2.4

• Used to optimize the distribution of work among resources.

.5 What-If Scenario See Section 6.5.2.5

Analysis • Reviews various scenarios to bring schedule into alignment
with plan.

.6 Adjusting Leads and • Used to find ways to bring project activities that are behind into
Lags alignment with the plan
6.6.1 CONTROL SCHEDULE:
INPUTS

.7 Schedule See Section 6.5.2.7

Compression • Used to find ways to bring project activities that are behind into
alignment with the plan.

.8 Scheduling Tool • Schedule data is updated and compiled into the schedule to
reflect actual progress and remaining work to be completed.
• Used in conjunction with manual methods or other project
management software to perform schedule network analysis
to generate an updated project schedule.
 6.6.1 CONTROL SCHEDULE:
INPUTS
.1 Work Performance Document and communicate to stakeholders:
Measurements • Calculated SV and SPI values for WBS components, such as for
work packages and control accounts.

.2 Organizational Process • Causes of Variances.

Assets • Corrective action chosen and reasons.
• Other types of lessons learned from project schedule control.

.3 Change Requests • Schedule variance analysis, results of performance measures,

review of progress reports may result in change requests to
schedule baseline or other components of the project management
plan.
• All change requests are processed through the Perform Integrated
Change Control process (4.5).
• Preventive actions may include recommended changes to reduce
the probability of negative schedule variances.
 6.6.1 CONTROL SCHEDULE:
INPUTS
.4 Project • Schedule Baseline only in response to approved change requests
Management Plan (4.4.3.1) related to project scope, activity resources or duration
Updates estimates.
• Schedule Management Plan if the way the schedule is to be managed
has changed.
• Cost Baseline reflects changes caused by compression or crashing
techniques.

.5 Project Document Include, but not limited to:

Updates • Schedule Data -
• To display approved remaining durations and modifications to the work
plan, new project schedule network diagrams may be developed;
• If schedule delays are so severe that measuring performance and
progress is no longer realistic, a new target schedule with forecasted
start and finish dates is necessary
• Project Schedule - Updated for updated schedule data to reflect
changes and manage the project
Tugas
Berdasarkan tema proyek maka buatlah Dokumen
Manajemen Penjadwalan Proyek yang berisi:
1. Daftar Aktifitas Proyek
2. Deskripsi Aktifitas Proyek yang terdiri atas:
deskripsi aktifitas, aktifitas predesesor, aktifitas
suksesor, hubungan, lead dan lag, kebutuhan
sumberdaya, tanggal mulai, Batasan, asumsi.
3. Work Breakdown Structure
4. Gantt Chart