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T AT SA S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

PROJECT MANAGEMENT

PLANNING (PROJECT SCOPE & PROJECT

SCHEDULE MANAGEMENT)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Charter

document issued by the project initiator or sponsor

that formally authorizes the existence of a project, and
provides a project manager with the authority to apply
organizational resources to project activities (PMBOK)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Charter

 statement of scope, objectives and people who are participating

in a project. 
 It begins the process of defining the roles and responsibilities
of those participants and outlines the objectives and goals of
the project.
 Also identifies the main stakeholders and defines the authority
of the project manager.
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Make a Project Charter

Organize the Project

Define Project Vision Structure
Project
Charter
Have an Estimates Risks, Issues
Implementation Plan and Budget
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Writing a Project Charter

Vision Organize Implementation Risks & Budget

• Objective • Customers/End • Implementation • Risk (Future) &
• Scope User Plan Issues (Present)
• Deliverables • Stakeholders • Milestone • Present
• Roles • Dependencies
• Structure • Resources Plan
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Failure

 Over budget
 Lack of resources
 Too short timeline

 We need project scope management as a guideline to produce the

deliverables including the processes.
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI
# B E L A J A R T A N P A B A T A S
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Scope Management Process

Scope • Perencanaan verifikasi waktu dimulai dan selesai, proses yang sedang
berlangsung. Menjelaskan bagaimana suatu scope didefinisikan, diuji, dan
Planning diawasi serta bagaimana Work Breakdown Structure (WBS) akan dibuat.

Scope • Mendefinisian tujuan dan nama proyek, manfaat, dan benefit dari proyek
tersebut. Menentukan pekerjaan yang dibutuhkan untuk proyek. Hasil
Definition utama adalah  deliverable definition table dan deliverable structure chart.

• Mengonfirmasi bahwa proyek bisa berjalan, akurat, tepat, dan benar.

Scope Melibatkan persetujuan formal project scope yang diselesaikan

stakeholders,  dengan melakukan penyelidikan pada pelanggaran. Untuk
menerima persetujuan formal dari project scope, tim proyek harus
Verification membuat dokumentasi yang jelas dari produk proyek dan prosedur untuk
mengevaluasi jika proyek sudah diselesaikan dengan benar.
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Project Time Management

Activity • Mengidentifikasi aktivitas yang harus dilakukan

Definition untuk mendelivered project scope

• Menentukan apakah aktivitas dapat diselesaikan

Activity
secara berurutan atau paralel dan setiap
Sequencing dependensi yang mungkin ada

• Identifikasi tipe sumber daya (manusia,

Activity
teknologi, fasilitas) dan kuantitas sumber daya
Resources yang dibutuhkan untuk melaksanakan aktivitas
Estimation proyek
 # B E L A J A R T A N P A B A T A S

Work Breakdown Structure (WBS)

JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Hierarchical decomposition of the total scope of work to be carried out by the project team to
accomplish the project objectives and create the required deliverables. Each descending level of the
WBS represents an increasingly detailed definition of the project work.

WBS Elements :

 Task Number & Description: Giving each task a number makes it easy to identify them. A description
will help define what the task is, which will provide direction for the team when it’s time to execute it.
 Task Owner: The owner is the person, organization or department who oversees the task from
assignment to completion and ensures that it has been properly executed.
 Task Dependency: Some of the tasks on the path to the final deliverable will have to wait until another
task is done or started before they can begin. This is called a “task dependency” and requires linking the
two dependent tasks together in order to avoid slippage later in the project.
 Cost of Task: Every task is going to have a cost associated with it. You’ll want to note that to keep track of
your budget.
 Start, Finish and Estimated Completion of Task: Add the start and finish dates for each task,
and estimate the time you have on your schedule to execute it.
 Task Status: The status of the task will show whether it’s assigned or not, in progress, late or complete,
which helps with tracking.
Work Breakdown Structure (WBS)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Make a Work Breakdown Structure (WBS)

Identify Phases for Final Deliverable

List Subtasks, Describe Tasks & Set Task Owner

Link Dependencies

Set Resources and Costs

Add Start & End Dates & Estimated Completion

Track Task Status

Write Notes
 # B E L A J A R T A N P A B A T A S

Work Breakdown Structures

JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

0
PROJECT
1 Phase 1 of the project … GOAL

2 Phase 2 of the project …

2.1 Acti vity 1 of Phase 2 …
1 2 3
2.2 Acti vity 2 of Phase 2
2.2.1 Task 1 of Acti vity 2.2 in PHASE PHASE PHASE

=
Phase 2
2.2.2 Task 2 of Acti vity 2.2 in
Phase 2
2.1 2.2 2.3
2.2.3 Task 3 of Acti vity 2.2 in
Phase 2 ACTIVITY ACTIVITY ACTIVITY

2.3 Acti vity 3 of Phase 2 …

3 Phase 3 of the project …
2.2.1 2.2.2 2.2.3
TASK TASK TASK
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

FORMAT UMUM (KLASIK) WBS DIBAGI MENJADI 3 ANTARA LAIN:

1. WBS Berdasarkan Fase Proyek Mayor

2. WBS Berdasarkan Timeline
3. WBS Berdasarkan Deliverables/Output
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

JENIS- JENIS WBS (WILIANTO, N.D):

1. Contractual Work Breakdown Structure (CWBS) ialah mendefinisikan secara scope
kontraktual (sellers and buyers) yang biasanya tidak begitu detail dibandingkan WBS yang
dipergunakan untuk memanajemen proyek tersebut.

2. Organizational Breakdown Structure (OBS) ialah suatu dekomposisi yang

memperlihatkan elemn kerja yang telah dipetakan terhadap struktur organisasi.

3. Resource Breakdown Structure (RBS) ialah variasi daripada OBS dimana lebih spesifik
dipetakan terhadap individu.

4. Bill Of Material (BOM) ialah suatu teknik mengdekomposisikan proyek dengan

menggambarkan hirarki daripada komponen-komponen fisik yang perlu diproduksi.

5. Project Work Breakdown Structure (PWBS) ialah suatu teknik yang secara fundamental
sama seperti WBS yang diplikasikan dalam proyek yang sangat besar dan menggambarkan
dekomposisi proyek secara detail yang diarahkan sesuai dengan kepentingan.
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Contoh WBS
# B E L A J A R T A N P A B A T A S
 # B E L A J A R T A N P A B A T A S

Activity Sequencing
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

 The process of identifying and documenting relationships among the project

activities
 Defines the logical sequence of work to obtain the greatest efficiency given all project
constraints
Dependencies :

 Mandatory Dependencies : Mandatory dependencies are those that are legally or

contractually required or inherent in the nature of the work

 Discretionary Dependencies : Discretionary dependencies are sometimes referred to as

preferred logic, preferential logic, or soft logic

 External Dependencies : External dependencies involve a relationship between project

activities and nonproject activities. These dependencies are usually outside of the project
team’s control

 Internal Dependencies : Internal dependencies involve a precedence relationship between

project activities and are generally inside the project team’s control
 # B E L A J A R T A N P A B A T A S

PERKIRAKAN DURASI TUGAS

JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

1.  Perkirakan lama minimum waktu yang diperlukan untuk melaakukan

tugas. Dinamakan dengan Optimistic Duration (OD)/Durasi
Optimistis.
2.  Perkirakan lama maksimum yang diperlukan untuk melakukan tugas.
Sering disebut dengan Pessimistic Duration (PD)/Durasi Pesimistis.
3.  Perkirakan Expected Duration (ED)/Durasi Diharapkan yang
diperlukan untuk melakukan tugas.
4.  Kalkulasikan Most Likely Duration (D)/Durasi Paling Mungkin
seperti dibawah ini:

D = (1 x OD) + (4 x ED) + (1 x PD)

6
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

MENENTUKAN KETERGANTUNGAN ANTAR TUGAS

 Finish-to-start (FS)—Penyelesaian sebuah tugas memicu
awal tugas yang lain
 Start-to-start (SS)—Awal sebuah tugas memicu awal tugas
lain
 Finish-to-finish (FF)—Dua tugas selesai pada waktu
bersamaan
 Start-to-finish (SF)—Awal sebuah tugas menandakan
selesainya tugas lain
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Contoh: Activity Sequencing

 Memasukkan Ketergantungan Antar Tugas

# B E L A J A R T A N P A B A T A S – p k n s t a n . a c . i d
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Roles Responsibility Matrix - RASCI

• Purpose: Avoid role confusion on projects

• Related to the project organization structure definition
• The RASCI diagram is a key project management tool
• There can be more than 1 RASCI e.g.:
– Primary Stakeholders
– Project Management Team
– Team RAMs
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Example RASCI Matrix

Project Team Team Business

Manager Leader Leader SME
(name) (name) (name) (name)

Responsibility A R I A
Responsibility B I R C C
Responsibility C S R C
Responsibility D C A R
Responsibility E R I S

• R - Responsible - who is responsible for carrying out the entrusted task?

• A - Accountable (also Approver) - who is responsible for the whole task and who is responsible
for what has been done?
• S - Support - who provides support during the implementation of the activity / process / service?
• C - Consulted - who can provide valuable advice or consultation for the task?
• I - Informed - who should be informed about the task progress or the decisions in the task?
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

RASCI Rules

• Accountable and Responsible responsibilities should sit as low

in the hierarchy as possible.
• Only have one person Accountable for any activity.
• The Accountable person must have the authority to actually be
accountable.
• Have as few people as possible Consulted or Informed.
• Not every cell needs a value – just where it has impact
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Steps to Complete a RASCI Matrix

1. Enter the roles and the names of the people assigned to

them. Note: A person may have more than 1 role
2. Enter the main activities (rows) defined for your project
3. Agree as a project team who is responsible, accountable,
support, consulted and informed for each of the activities
and document this in the matrix.
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

GANTT CHART

A bar chart of schedule information where activities are

listed on the vertical axis, dates are shown on the
horizontal axis, and activity durations are shown as
horizontal bars placed according to start and finish dates.
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Make a GANTT CHART

Enter Your Tasks - include summary tasks

Set Dates

Add Dependencies

Add Milestones

Set a Baseline

Collaborate

Add Expense
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

Contoh GANTT CHART

# B E L A J A R T A N P A B A T A S
PROGRESS ON A GANTT CHART
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

SAMPLE OUTLINE FOR A PROGRESS REPORT

I. Cover Page
A. Project name or identi fi cati on
B. Project manager V. New problems and issues
C. Date or report A. Problems
II. Summary of progress (actual or anti cipated)
A. Schedule analysis B. Issues
B. Budget analysis (actual or anti cipated)
C. Scope analysis
(describe any changes that may have an impact on C. Possible soluti ons
future progress) 1. Recommendati on
D. Process analysis 2. Assignment of responsibility
(describe any problems encountered with strategy or 3. Deadline
methodology) VI. Attachments
E. Gantt progress chart(s)
(include relevant printouts from
III. Acti vity analysis
project management soft ware)
A. Tasks completed since last report
B. Current tasks and deliverables
C. Short term future tasks and deliverables
IV. Previous problems and issues
A. Acti on item and status
B. New or revised acti on items
1. Recommendati on
2. Assignment of responsibility
3. Deadline
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

TUGAS WBS INDIVIDUAL PERTEMUAN 3

1. WBS Seminar Nasional

( absen 1,5, 9, 13, 17, 21, 25, 29)
2. WBS Membuat Kolam Renang
(absen 2,6, 10, 14, 18, 22, 26, 30)
3. WBS Merakit Sepeda
(absen 3, 7, 11, 15, 19, 23, 27)
4. WBS Wedding Organizer
(absen 4, 8, 12, 16, 20, 24,28)
 # B E L A J A R T A N P A B A T A S
JURUSAN MANAJEMEN KEUANGAN – PKN STAN – BPPK – KEMENKEU RI

THANK YOU
#BELA JARTAN PABATAS