Professional Documents
Culture Documents
OLEH:
Dr.Ir.Rajiman ST.MT.MM.IPM
MAGISTER TEKNIK
PRODI TEKNIK SIPIL
UNIVERSITAS BANDAR LAMPUNG
EFFECTIVE TIME MANAGEMENT
There are several techniques that project
managers can practice in
order to make better use of their time:
1. Delegate
2. Follow the schedule
3. Decide fast
4. Decide who should attend
5. Learn to say no
6. Start now
7. Do the tough part first
8. Refuse to do the unimportant
9. Look ahead
10. Know your energy cycle
11. Control telephone time
12. Send out the meeting agenda
13. Manage by exception.
TIME-PLANNING-SCHEDULING-CONTROL
Time is money
Time flies like an arrow Time lost cannot be found
again To postpone means to steal time
Well begun is half done [Aristotle 384 – 322 BC]
If you fail to plan, you are planning to fail
Plan your work, work your plan The more critical
your time line, the more important a plan became
Planning for the sake of planning is of no use.
The value of a plan lies in its implementation
[Ahuja’94] Work expands to fill the available time
or space [Parkinson’s Law] Perencanaan matang,
Pelaksanaan tepat, & Pengendalian ketat
Scheduling is done by people, not computers
[Callahan ’92]
SCHEDULING SPECIFICATIONS
1. Whether a network or bar chart schedule is required
2. The use of a particular software system
3. The use of a particular graphical representation method (PDM, I-J, or LSM)
4. The boundaries for the number of activities to be included in the schedule
5. The minimum and maximum duration of activities
6. Whether the activities are to be cost-loaded
7. Whether the activities are to be man-loaded (or loaded with any other
resource)
8. Whether the information must be delivered in a particular form (floppy disk,
magnetic tape, or hard copy)
9. Who will determine that the submitted information or schedule is approved
10. Determination of the frequency with which the schedule or the information
should be updated
11. Whether the update should be accompanied by a narrative report
12. What information should be included in the updated schedule
DRAFTING SCHEDULING SPECIFICATIONS
1. Feasibility of specified schedule
2. Type of diagram
3. Number of activities
4. Resource loading
5. Approval
6. Control of record schedule
7. Updating
8. Cost loading
9. Subcontract involvement
10.Float use and reporting
11.Major revisions and time extensions
II. PROJECT PLANNING
PROJECT/CONSTRUCTION PLANNING DEFINITIONS
AHUJA ‘94
Planning is selecting objectives and then establishing programs and procedures for achieving the
objectives
JOURNAL OF CONSTRUCTION ENGINEERING & MANAGEMENT ‘98
Project planning is the process of determining appropriate strategies for the achievement of predefined
project objectives.
[in construction projects, the objective of planning is the completion of a prescribed amount of work
within s fixed time, at a previously estimated cost, and to specified standards of quality]
CALLAHAN ‘92
Planning involves making decisions about what tasks will be performed, how the tasks will be
performed,
who will perform the tasks, and when and in what sequence the tasks will be performed. Project
planning serves as a foundation for several related functions, i.e.: estimating, scheduling, and project
control.
HENDRICKSON‘89
Construction planning involves the choice of technology, the definition of work tasks, the estimation of
the required resources and durations for individual tasks, and the identification of any interactions
among the different work tasks. It may also be necessary to make organizational decisions about the
relationships between project participants and even which organizations to include in a project
KEGIATAN dalam PROJECT/CONSTRUCTION PLANNING
PENJADWALAN PROYEK
Secara umum dapat didefinisikan bahwa penjadwalan proyek
adalah proses perhitungan waktu penyelesaian proyek,
berdasarkan pola pelaksanaan kegiatan-kegiatan proyek
yang telah ditentukan terlebih
dahulu, dan dengan mempertimbangkan keterbatasan-
keterbatasan yang mempengaruhi pelaksanaan kegiatan-
kegiatan tsb.
Sebagai output proses penjadwalan adalah suatu
jadwal/rencana pelaksanaan kegiatan-kegiatan proyek, yang
berisi informasi antara lain tentang:
1. Waktu dimulai dan selesainya suatu kegiatan
2. Kegiatan-kegiatan kritis berikut lintasan kritisnya
3. Waktu selesainya proyek secara keseluruhan
4. Jadwal pemakaian sumber daya 5. Jadwal aliran kas/uang
DEVELOPING THE PROJECT SCHEDULE - 1
1. UNDERSTANDING THE PROJECT
to understand the project and what is physically
required to complete it.
1.1study the schedule specifications
1.2study the contract
1.3study the construction drawings
1.4study the specifications.
2. CONCEPTUAL APPROACH DEFINITION
to develop a project schedule that represents the
intended construction sequences
efficiently and safely
2.1discussion with the project estimator
2.1 discussion with the project manager
2.1 meeting with the superintendent and subcontractors
2.4 meeting with the owner and the architect.
DEVELOPING THE PROJECT SCHEDULE - 2
PHYSICAL CREATION OF THE SCHEDULE
1 select software
.2 divide the project into subnetworks
.3 develop responsibility codes
.4 develop information codes
.5 develop specific subnetworks
.6 draft or plot the logic diagram
.7 number the activities
.8 tie the subnetworks together
4. COMPUTERIZATION
is entering the CPM logic information into the computer for processing
5. REFINEMENT
refinement of the CPM schedule is carried out in two parts:
5.1the first step is independent refinement done by the CPM scheduler to
modify and adjust the CPM to be an accurate representation of the plan of approach,
5.2the second step of the refinement process involves meetings with the
superintendent and subcontractors to make sure the scheduler has interpreted their
directives accurately.
6. PRODUCTION
the scheduler should now produce final production printouts, plots, and/or
hand-drafted logic blueprints, as the case may be, for distribution to the various contract
TEKNIK TEKNIK PENJADWALAN PROYEK
I. BAR CHART [GANTT CHART]
1. Kegiatan v/s Waktu
2. Mudah dibuat, dibaca, dan efektif untuk komunikasi di lapangan.
3. Penyajian informasi proyek terbatas:
@ Tidak menggambarkan ketergantungan antar kegiatan @ Tidak
menunjukkan kegiatan yang kritis.
II. METODE LINIER [DIAGRAM VEKTOR]
1. Kegiatan v/s Waktu v/s Lokasi
2. Terutama untuk proyek dengan kegiatan yang berulang-ulang
3. Tidak menggambarkan ketergantungan antar kegiatan
4. Mudah dibaca kecepatan kemajuan pekerjaan menurut lokasinya.
III. METODE NETWORK
1. Relatif lebih sulit dibuat
2. Ketergantungan antar kegiatan jelas 3. Dapat menunjukkan
kegiatan yang kritis.
Contoh BAR CHART PEMBANGUNAN RUMAH
S-CURVE
The curve is shaped somewhat like the letter S
At the beginning of most projects a limited
number of activities can take place, such as site
preparation and foundation work.
Then the number of different activities gradually
increase until most trades have work under way.
At the end, the variety of activities gradually
decreases with only the finishing work remaining.
BASIC LINEAR SCHEDULING METHOD (LSM) DIAGRAM
MATRIX SCHEDULE
LINEAR SCHEDULING V/S PRECEDENCE DIAGRAMMING METHOD
WHAT IS LINEAR SCHEDULING?
1. PHYSICAL RESTRAINT
are used to show physically dependent activities, such as that a foundation
must be completed before structure steel can be erected upon it.
2. CREW RESTRAINTS
limit construction by the number of crews available to work on a given
type of activity at the same time. A crew restraint prevents a subcontractor
from painting all seven floors of an office building simultaneously when
only two painting crews are available.
3. WEATHER RESTRAINTS
can prevent concrete work when subzero weather is anticipated or limit the amount
of concrete work which can be executed because of limitations in the availability
of weather-protection equipment.
LOGIKA KETERKAITAN ANTAR KEGIATAN – 2
4. CROWDING RESTRAINTS
prevent too many different trades from working in the same area
simultaneously even though it may be physically possible.
5. PREFERRED SEQUENCE RESTRAINTS
may be used to control the way certain work proceeds, such as installing
carpet in an office building at a time that will avoid the need for extra
cleaning
6. AN ACCESS RESTRAINT
is used to show a limitation or control of a work area by the owner.
Renovation of a hospital could have an access restraint limiting the
contractor to 12 patient rooms at a time, thereby allowing the owner to
“juggle” patients around the renovation.
7. EQUIPMENT RESTRAINTS
control the availability of major equipment on a project. A project with only
one backhoe; the scheduler cannot expect to trench for utilities and at the
same time excavate for a retaining wall.
LOGIKA KETERKAITAN ANTAR KEGIATAN – 3
7. EQUIPMENT RESTRAINTS
control the availability of major equipment on a project. A project with only
one backhoe; the scheduler cannot expect to trench for utilities and at the
same time excavate for a retaining wall.
8. FACILITY RESTRAINTS
limit the amount of construction that can go on simultaneously. A project
with multiple structures may have restraints limiting the total amount of
construction to a manageable amount for any one contractor.
9. CONTRACTUAL RESTRAINTS
are usually dictated by the owner, who may require a certain sequence of
construction to permit continuous operations. For example, an owner may
need the loading dock completed early.
10. PHASING RESTRAINTS
may require certain elements of the work to be completed prior to the start
of other work items. Typically, wastewater-treatment plant expansion and
renovations require phasing restraints to keep the plant operational
throughout construction.
CRITICAL PATH METHOD (CPM): Contoh
Pembuatan Diagram Network
PENGENDALIAN PROYEK
Pengendalian proyek secara umum, dapat didefinisikan sebagai
suatu usaha untuk memastikan agar tujuan proyek yang telah
ditetapkan sebelumnya
(terutama yang berkaitan dengan: waktu, biaya, dan mutu) dapat
dicapai.
Secara lebih rinci, pengendalian adalah usaha yang sistematis
untuk:
1. menentukan standar yang sesuai dengan sasaran
perencanaan,
2. merancang sistem informasi,
3. membandingkan pelaksanaan dengan standar,
4. menganalisis kemungkinan adanya penyimpangan antara
pelaksanaan dan standar,
5. kemudian mengambil tindakan pembetulan yang diperlukan
agar sumberdaya digunakan sacara efektif dan efisien dalam
PENYEBAB PERUBAHAN/PENYIMPANGAN
PELAKSANAAN PROYEK
1. Model dan asumsi di dalam perencanaan pelaksanaan proyek yang
kurang tepat, misalnya yang menyangkut masalah: perumusan kegiatan,
logika keterkaitan antar kegiatan, durasi kegiatan, dll.,
2. Perubahan-perubahan pada spesifikasi &/ persyaratan-persyaratan baik
yang menyangkut aspek teknis, waktu, maupun biaya,
3. Penyimpangan atau perubahan pada pelaksanaan proyek, misalnya
terjadinya penyimpangan durasi pelaksanaan kegiatan, adanya
penambahan, penghapusan, atau penggabungan kegiatan-kegiatan,
perubahan ketersediaan sumberdaya, dll.,
4. Adanya halangan atau rintangan yang berkaitan dengan faktor
lingkungan,
sosial, politis, dll.,
5. Adanya bencana alam, gangguan cuaca, dan masalah-masalah tak
terduga lainnya.
VARIANCE ANALYSIS – 2
MAIN COMPONENTS OF EXPERT SYSTEMS - 1
KNOWLEDGE BASE
The knowledge base (KB) is the heart of an Expert System. It contains all relevant information,
facts, or causal knowledge of the domain, and rules used for problem– solving activities to
determine what actions will be executed if certain situations are met. The most common
method for representing knowledge is production rules which have an IF condition THEN
action format.
INFERENCE ENGINE
The inference engine contains a control information which uses the knowledge base to modify
and expand the context. It’s objective is to find a conclusion for a subgoal or the answer to
an entire problem.
MAIN COMPONENTS OF EXPERT SYSTEMS - 2
EXPLANATION MODULE
The explanation module in an Expert System varies from a trace of execution to the ability to
respond to the question about the reasoning process used to develop a solution. Unlike a
traditional program, which is often a “black-box” to the user, an ES can explain its problem-
solving strategy to the user.
USER INTERFACE
The user accesses the system through a user interface. It should be friendly so that man and
machine can communicate directly and efficiently.
APLIKASI EXPERT SYSTEM UNTUK
SCHEDULING – 2
2. MASON: dapat membantu dalam estimasi durasi kegiatankegiatan
per-dinding-an, berikut rekomendasi komposisi pekerjanya, dan estimasi
produktivitasnya.