#3 MANAJEMEN PROYEK Universitas Mercu Buana Fakultas Teknik Jurusan Teknik Industri Ahmad Setiawan Proses Manajemen Proyek (Total Review) #project management Output Formal Acceptance and Closure Project Charter Execution Initiation Closing Planning Project Plan & Supporting Details: Project Stakeholders List, Project Team List, Statement of Work , Statement of Work Deliverable Review Form , Scope Management Plan, Scope Change, Communica-tions/Reporting Plan, Assessment Checklist, Concern List, Heads-Up Report , Product Acceptance , Project Activity Schedule , Project Planning Checklist , Project Reporting Methods , Quality Review Checklist - Project Definition , Risk Management Plan , Project Risk Assessment , Generic Project Risk Factor , Tasklist and Timeline Controlling Post Project Review Post Project Review Report Project Change Control Form , Problem and Change Record Form , Project Change Request Form , Project Change Request Summary Sheet , Revision Record , Project Details , Progress Report, Monthly Status Report , Project Task Progress Report, Meeting Agenda and Minutes Meeting Action Items , Meeting Evaluation Source: PMBOK ® 2004 © ahmad setiawan - 2016 Tools & Techniques #project management • Project management tools and techniques assist project managers and their teams in various aspects of project management • Some specific ones include – Project Charter and WBS (scope) – Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time) – Cost estimates and earned value management (cost) © ahmad setiawan - 2016 Project Charter #project management • Project Charter adalah dokumen yang dibuat oleh sponsor atau project initiator yang secara formal mempunyai kewenangan atas suatu project, dan memberikan kewenangan kepada manajer proyek untuk menggunakan resource pada aktivitas-aktivitas proyek. • Selain itu, project charter juga mencakup elemen-elemen persiapan dari scope project (mencakup yang termasuk dan tidak termasuk di dalam proyek). Project charter juga membantu untuk mengkontrol perubahan terhadap scope selama proyek berlangsung. … (PMBOK Guide 4th edition 2008) © ahmad setiawan - 2016 Project Charter #project management • • • • • • • • • Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 200 Projected Finish Date: December 4, 2002 Project Manager: Kim Nguyen, 691-2784, [email protected] Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: Update the IT inventory database to determine upgrade needs Develop detailed cost estimate for project and report to CIO Issue a request for quotes to obtain hardware and software Use internal staff as much as possible to do the planning, analysis, and installation © ahmad setiawan - 2016 Project Charter #project management Roles and Responsibilities: Name Walter Schmidt, CEO Mike Zwack Role Project Sponsor CIO Kim Nguyen Jeff Johnson Nancy Reynolds Project Manager Director of IT Operations VP, Human Resources Steve McCann Director of Purchasing Responsibility Monitor project Monitor project, provide staff Plan and execute project Mentor Kim Provide staff, issue memo to all employees about project Assist in purchasing hardware and software Sign-off: (Signatures of all above stakeholders) Comments: (Handwritten comments from above stakeholders, if applicable) This project must be done within ten months at the absolute latest. Mike Zwack, CIO We are assuming that adequate staff will be available and committed to supporting this project. Some work must be done after hours to avoid work disruptions, and overtime will be provided. Jeff Johnson and Kim Nguyen, Information Technology Department © ahmad setiawan - 2016 Work Breakdown Structure [WBS] #project management Pendekatan model dengan membagi proyek menjadi struktur dan hirarki tertentu sampai pada paket-paket pekerjaan terperinci dan mudah dikelola § Berbentuk diagram terstruktur dan hirarki § Top down § Merupakan elemen perencanaan © ahmad setiawan - 2016 Keranga Perencanaan dalam penyusunan WBS #project management Kerangka perencanaan : • Kerangka Penjabaran program • Kerangka perencanaan detil • Kerangka pembiayaan • Kerangka pembiayaan • Kerangka Cara pelaporan • Kerangka Penyusunan Organisasi © ahmad setiawan - 2016 Klasifikasi dalam WBS #project management • Pembagian berdasarkan area/lokasi yang berbeda • Pembagian kategori yang berbeda untuk tenaga kerja, peralatan dan material • Pembagian subdivisi pekerjaan berdasarkan spesifikasi pekerjaan • Pembagian pihak, seperti kontraktor utama, subkontraktor dan pemasok © ahmad setiawan - 2016 Contoh Perencanaan #project management WBS 1 Proyek Rumah Bapak X (2 lantai) 1.A Pekerjaan Persiapan 1.B Pekerjaan Pondasi 1.C Pekerjaan Lantai 1 1.C.1 Pekerjaan Struktur 1.C.2 Pekerjaan Arsitektur Pekerjaan Mekanikal/ 1.C.3 Elektrikal 1.D Pekerjaan Lantai 2 1.D.1 Pekerjaan Struktur 1.D.2 Pekerjaan Arsitektur Pekerjaan Mekanikal/ 1.D.3 Elektrikal 1.E Pekerjaan Atap 1.E.1 Pekerjaan Struktur Atap 1.E.2 Pekerjaan Genteng 1.F Finishing © ahmad setiawan - 2016 Paket Kegiatan 1 B. Pekerjaan Pondasi B.100 Pekerjaan Galian Pondasi Pekerjaan Pembersihan B.110 Pondasi B.120 Pekerjaan BekisJng Pondasi B.130 Pekerjaan Pengecoran Pondasi B.140 Pekerjaan Timbunan Pondasi Hirarki Organisasi Proyek #project management Level 1 Manajer Proyek Level 2 Site Manager Pekerjaan Persiapan Level 3 Pengawas / Supervisor Level 4 Pelaksana © ahmad setiawan - 2016 PROYEK RUMAH BAPAK X Pekerjaan Sipil Pekerjaan Arsitektur Pekerjaan M/E Pengawasan dan Inspeksi, Tindakan dan Koreksi Pekerjaan Pondasi Pekerjaan Lt. 1 Pekerjaan Lt. 1 Pekerjaan Lt. 1 Pekerjaan Lt. 2 Pekerjaan Lt. 2 Pekerjaan Lt. 2 Pekerjaan Atap Pekerjaan Atap Perencanaan Biaya Proyek #project management q Tahapan Perencanaan Biaya Proyek • • • • Tahapan pengembangan konseptual Tahapan desain konstruksi Tahapan Pelelangan Tahapan Pelaksanaan q Komponen Biaya Total Proyek • Biaya Langsung (Direct Cost) • Biaya Tidak Langsung (Indirect Cost) © ahmad setiawan - 2016 Cash Flow #project management Bulan 1 1 1 2 3 A 1 2 3 4 B 1 2 3 4 5 CASH IN Uang Muka Termijn Retensi Jumlah CASH OUT Direct Cost Material Upah Kerja Sewa Alat Mobilisasi Indirect Cost Perijinan Peralatan Kantor Listrik, Telp, Air Transport dan lain-lain Jumlah SALDO Kumulatif © ahmad setiawan - 2016 2 Bulan 2 3 4 1 2 Bulan 3 3 4 10.000 25.000 10.000 - 25.000 40.000 - 40.000 50.000 - 50.000 - 12.500 12.500 25.000 15.000 5.000 1.000 1.500 2.000 2.000 500 300 37.300 (27.300,00) (27.300,00) 20.000 5.000 2000 2.000 500 300 2.800 (2.800,00) (30.100,00) 2.000 500 300 2.800 22.200,00 (7.900,00) 1.500 2.000 500 300 19.300 (19.300,00) (27.200,00) 2.000 500 300 7.800 32.200,00 5.000,00 2.000 500 300 2.800 (2.800,00) 2.200,00 2.000 500 300 2.800 47.200,00 49.400,00 2.000 500 300 22.800 (22.800,00) 26.600,00 2.000 10.500,00 37.100,00 Rencana Anggaran Biaya (RAB) #project management © ahmad setiawan - 2016 Gantt Chart #project management The WBS is on the left, and each task’s start and finish date are shown on the right using a calendar timescale. © ahmad setiawan - 2016 Network Diagram #project management Each box is a project task from the WBS. Arrows show dependencies between tasks. The bolded tasks are on the critical path. If any tasks on thecritical path take longer than planned, the whole project will slip unless something is done. © ahmad setiawan - 2016 Earned Value Chart #project management 300 EAC BAC 250 200 $ BCWS or Cumulative Plan 150 ACWP or Cumulative Actual BCWP or Cumulative EV BCWS Cost Variance 100 ACWP Schedule Variance BWCP 50 0 1 2 3 4 5 6 7 Month © ahmad setiawan - 2016 8 9 10 11 12
