PROJECT MANAGEMENT

Week-10
DEVELOP PROJECT PLAN - SCHEDULING

Atikah Aghdhi Pratiwi, S.T, M.T

PSMI Laboratory © 2019
Industrial Engineering Department - ITS
E-mail: atikah.aghdhi@gmail.com
Phone : 0822-3001-1430
Project Scheduling
• Conversion of a project action plan
into an operating timetable
• Taken together with the plan and
budget, it is probably the major tool
for the management of projects
© 1995 Corel Corp.

• The basic approach of all scheduling

techniques is to form A NETWORK

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What’s in Project Scheduling
❑Identifying precedence relationships
❑Sequencing activities
❑Determining activity times & costs
❑Estimating material & worker requirements
❑Determining critical activities

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Objectives of Project Scheduling
❑Completing the project as early as possible by
determining the earliest start and finish of each activity.
❑Calculating the likelihood a project will be completed
within a certain time period.
❑Finding the minimum cost schedule needed to
complete the project by a certain date.
❑Investigating the results of possible delays in activity’s
completion time.
❑Progress control.
❑Smoothing out resource allocation over the duration
of the project.
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Can We Go Faster?
Project Scheduling Techniques
• Gantt chart
• Critical Path Method (CPM)
• Program Evaluation & Review
Technique (PERT)

© 1984-1994 T/Maker Co.

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Gantt Chart

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Gantt Charts
• Gantt charts are used as a tool to monitor and control the
project progress.
• A Gantt Chart is a graphical presentation that displays
activities as follows:
• Time is measured on the horizontal axis. A horizontal bar is
drawn proportionately to an activity’ s expected completion
time.
• Each activity is listed on the vertical axis.
• In an earliest time Gantt chart each bar begins and ends
at the earliest start/finish the activity can take place.

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Gantt Charts-
Monitoring Project Progress
• Gantt chart can be used as a visual aid for tracking
the progress of project activities.

• Appropriate percentage of a bar is shaded to

document the completed work.

• The manager can easily see if the project is

progressing on schedule (with respect to the earliest
possible completion
times).

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Gantt Chart Example

Time Period
Activity
J F M A M J J
Design
Build
Test

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Gantt Charts –
Advantages and Disadvantages
Advantages
• Easy to construct
• Gives earliest completion date.
• Provides a schedule of earliest possible start and finish times of
activities.

Disadvantages
• Gives only one possible schedule (earliest).
• Does not show whether the project is behind schedule.
• Does not demonstrate the effects of delays in any one activity on
the
start of another activity, thus on the project completion time.

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Earliest Start Time / Earliest Finish Time
• Make a forward pass through the network as follows:
• Evaluate all the activities which have no immediate
predecessors.
• The earliest start for such an activity is zero ES = 0.
• The earliest finish is the activity duration EF = Activity duration.
• Evaluate the ES of all the nodes for which EF of all the
immediate predecessor has been determined.
• ES = Max EF of all its immediate predecessors.
• EF = ES + Activity duration.
• Repeat this process until all nodes have been evaluated
• EF of the finish node is the earliest finish time of the project.

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Gantt Chart
Earliest Start and Finish
Milwaukee General Hospital
1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install
frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution device
H Inspect and test
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 Latest start time / Latest finish time

• Make a backward pass through the network as follows:

• Evaluate all the activities that immediately precede the finish
node.
• The latest finish for such an activity is LF = minimal project completion
time.
• The latest start for such an activity is LS = LF - activity duration.
• Evaluate the LF of all the nodes for which LS of all the
immediate successors has been determined.
• LF = Min LS of all its immediate successors.
• LS = LF - Activity duration.
• Repeat this process backward until all nodes have been
evaluated.

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Gantt Chart
Latest Start and Finish
Milwaukee General Hospital
1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install
frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution device
H Inspect and test
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CPM
(Critical Path Method)

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PERT and CPM
• Network techniques
• Developed in 1950’s
• CPM by DuPont for chemical plants (1957)
• PERT by Booz, Allen & Hamilton with the U.S. Navy, for
Polaris missile (1958)
• Consider precedence relationships and
interdependencies
• Each uses a different estimate of activity times

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 Questions Which May Be
Addressed by PERT & CPM
 Is the project on schedule, ahead of schedule, or behind
schedule?
 Is the project over or under cost budget?
 Are there enough resources available to finish the project on
time?
 If the project must be finished in less than the scheduled
amount of time, what is the way to accomplish this at least
cost?

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The Six Steps Common to PERT & CPM
1. Define the project and prepare the work breakdown structure,
2. Develop relationships among the activities. (Decide which
activities must precede and which must follow others.)
3. Draw the network connecting all of the activities
4. Assign time and/or cost estimates to each activity
5. Compute the longest time path through the network. This is
called the critical path
6. Use the network to help plan, schedule, monitor, and control the
project

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NETWORK

Dua pendekatan dalam menggambarkan diagram jaringan kerja:

Activity On Node (AON)

Kegiatan digambarkan dengan simpul (node), sedangkan peristiwa
atau event diwakili oleh anak panah.

Activity On Arch (AOA)

Kegiatan digambarkan dengan anak panah,. Sedangkan kejadian
digambarkan dengan simpul.

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Contoh 1 : Milwaukee General Hospital’s
Activity Description Immediate Duration
Predecessors
A Build internal components - 3
B Modify roof and floor - 4
C Construct collection stack A 6
D Pour concrete and install A, B 6
frame
E Build high-temperature burner C 3
F Install pollution control C 4
system
G Install air pollution device D, E 8
H Inspect and test F, G 2
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 Activity-on-Node Network Fundamentals

J, K, & L can all begin at

J the same time, if you wish
(they need not occur
A B C
simultaneously)
K M
A is preceded by nothing but
B is preceded by A
C is preceded by B All (J, K, L) must be
L
completed before M can
(A) (C) begin

Y Y and Z are preceded by X X Z Z is preceded by X and Y

Z Y and Z can begin at the Y AA AA is preceded by X and Y

same time, if you wish

(B) (D)
 Activity-on-Node Network Fundamentals

• ES : Earliest activity start time

• LS : Latest activity start time
• EF : Earliest activity finish time
• LF : Latest activity finish time
• S : Activity slack time (LS - ES) atau (LF - EF)

EF = ES + t
LF = LS + t
S = LS - ES
atau
S = LF - EF

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Contoh 2: Proyek Konstruksi
Label Kegiatan Pendahulu Waktu
Deskripsi Aktivitas
Aktivitas ( Predecessor ) (jam)
Pesan bahan A - 1
Pesan alat B - 1
Timbang bahan C A 2
Campur bahan D A 3
Siapkan alat E B 1
Pasang kawat F D 3
Sambung kawat G D 2
Susun Bata H C 5
Potong balok I E 3
Pasang penyangga J I, G 3
Tuang adukan bahan K H, F 8
Bongkar penyangga L K, J 2 27
AON : Contoh 2
0 A 1 1 C 3 3 H 8
0 0 0 0 0 0
0 1 1 1 2 3 3 5 8 8 K 16
0 0
4 F 7 8 8 16
1 1
0 Start 0 1 D 4 5 3 8 16 L 18
0 0 1 1 0 0
0 0 0 2 3 5 4 G 6 16 2 18
7 7
11 2 13 6 J 9
7 7
0 B 1 1 E 2 2 I 5 13 3 16
8 8 8 8 8 8
8 1 9 9 1 10 10 3 13

ES : Waktu mulai paling awal (Early Start)

ES ID EF EF : Waktu selesai paling awal (Early Finish)
LS : Waktu mulai paling akhir (Least Start)
SL Res SL
LF : Waktu selesai paling akhir (Least Finish)
LS Dur LF
Res : Sumber daya (Resources)
Dur : Durasi Proyek (Duration) 29
A Comparison of AON and AOA

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Latihan 1
Kode Aktivitas Predecessor Durasi
1.1 Tahap Pertama
1.1.1 A - 5
1.1.2 B - 10
1.1.3 C - 8
1.2 Tahap Kedua
1.2.1 D A 6
1.2.1 E A 12
1.3 Tahap Ketiga
1.3.1 F B,D 7
1.3.1 G C 4
1.3.2 H E,F,G 6
1.3.3 I G 10
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PERT

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Program Evaluation and Review
Technique (PERT)

• PERT digunakan untuk proyek-proyek yang baru

dilaksanakan pertama kali, dimana estimasi waktu
lebih ditekankan dari pada biaya.
• Ciri utama PERT adalah adanya tiga perkiraan
waktu yaitu:


• Optimistic times (a)
• Most-likely time (m)
• Pessimistic time (b)

 33
Program Evaluation and Review Technique
(PERT)

• Optimistic times(a) adalah waktu minimum dari suatu

kegiatan, dimana segala sesuatu akan berjalan baik, sangat
kecil kemungkinan kegiatan selesai sebelum waktu ini.
• Most-likely time(m) adalah waktu normal untuk
menyelesaikan kegiatan. Waktu ini paling sering terjadi
seandainya kegiatannya bisa diulang.
• Pessimistic time(b) adalah waktu maksimal yang
diperlukan suatu kegiatan, situasi ini terjadi bila nasib
buruk terjadi.

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Program Evaluation and Review Technique (PERT)

• Ketiga waktu perkiraan itu selanjutnya digunakan

untuk menghitung waktu yang diharapkan (TE = Time
Expected).

a + 4m + b
te =
6

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Program Evaluation and Review Technique (PERT)

• VARIANSI

b−a
2

v= 
 6 

semakin besar nilai v, semakin kecil kemungkinan te bisa dipercaya, dan

semakin tinggi kemungkinan kegiatan yang bersangkutan selesai lebih
awal atau lebih lambat dari pada te.

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Program Evaluation and Review Technique (PERT)

• jika semua kegiatan dalam proyek sudah diketahui beserta

waktu yang diharapkan te, maka umur proyek bisa
ditentukan dari jumlah total ke dalam lintasan kritis (LK).

Te =  te
LK

• dimana Te adalah waktu yang diharapkan dari kegiatan-

kegiatan dalam lintasan kritis.
• peluang selesainya proyek sebelum waktu Te dan sesudah
waktu Te masing-masing adalah lebih kecil dari 50% dan lebih
besar dari 50%.
• variasi dari umur proyek adalah jumlah variasi pada tiap
kegiatan dilintasan kritis proyek, atau

Vp =  v
LK 37
 Contoh

Aktivitas A M B Te [(b – a)/6]2

A 17 29 47 30 25
B 6 12 24 13 9
C 16 19 28 20 4
D 13 16 19 16 1
E 2 5 14 6 4
F 2 5 8 5 1

Berapa probabilitas proyek selesai dalam waktu kurang dari 67 hari?

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 Network

30 B 43 43 D 59

30 13 43 43 16 59
0 A 30 59 F 64

0 30 30 59 5 64

30 C 50 50 E 56

33 20 53 53 6 59

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Possible Project Duration

Te = 64 Ts = 67

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 Solusi

V Path = VA + VB + VD + VF

V Path = 25 + 9 + 1 + 1

path = 6
Z = (67 – 64)/ 
= + 

P = 0.69

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Contoh
Pekerjaan waktu waktu waktu
optimis normal pesimis

1 5 6 8
2 1 3 4
3 2 4 5
4 4 5 6
5 7 8 10
6 8 9 13
7 5 9 10
8 3 4 5

Hitunglah waktu rata-rata dan variansi dari perkiraan durasi pekerjaan –

pekerjaan di atas !

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Latihan 2
Kod Keg w. w. plg w. Predesesso
e optimis mgkn pesimis r
A.1 Persiapan
A.1.1 A 15 25 30 -
A.1.2 B 20 22 28 -
A.1.3 C 3 7 10 -
A.2 Aktivitas Inti
A.2.1 D 2 5 8 A
A.2.2 E 6 6 8 B, C
A.2.3 F 9 10 11 B, C
A.2.4 G 4 5 6 B, C
A.2.5 H 10 15 18 C
A.3 Penyelesaian (Finishing)
A.3.1 I 3 8 15 G, H
A.3.2 J 8 9 11 D, E 43
Latihan 2

PERTANYAAN
1. Hitung waktu rata-rata masing-masing pekerjaan !
2. Hitung juga variansi waktu masing-masing pekerjaan !
3. Berapakah probabilitas pekerjaan tersebut bisa
diselesaikan dalam waktu 70 hhari ?

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(Lintasan Kritis) Critical Path

• Lintasan kritis merupakan merupakan suatu

lintasan dalam jaringan kerja yang tidak ada
satupun aktivitas didalamnya yang memiliki slack.
➢Lintasan dimana ES=LS dan EF=LF untuk semua aktivitas
disepanjang lintasan.

• Lintasan kritis merupakan lintasan dengan durasi

terlama di sepanjang jaringan.

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(Lintasan Kritis) Critical Path

• Pentingnya identifikasi lintasan kritis adalah :

bahwa apabila aktivitas-aktivitas di sepanjang
lintasan kritis terlambat waktu mulainya ataupun
molor lama pengerjaannya, hal itu pasti akan
memperpanjang umur proyek.
• Di sisi lain, apabila kita ingin mempersingkat umur
proyek, dapat dilakukan dengan cara mengurangi
total waktu pengerjaan aktivitas-aktivitas di
sepanjang lintasan kritis.

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 Critical Path

B D E
A 6 2 3 G

1 1
C F
3 4
47
48