20110205 Project Management

8/7/2019 20110205 Project Management

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UNHAN

Artha Graha

Project Management



What is A Project ?What is A Project ?

Temporary

Progressive

Elaboration

Unique

Deliverable

A temporary endeavor undertaken to create

a unique product, service, or result



UNHAN Project vs. Program

Project

Usually a one-off, non-repetitive undertaking, temporary

nature with a definite beginning and end, a definableoutput typically specified in terms of cost, quality and

timing

Program

An ongoing process of change has no definable end point



UNHAN Laws of Project Management

1. No project is ever installed on time, within budget, or with the same staff thatstarted it

2. Projects progress quickly until they become 90% complete, then they remain at

90% complete for ever

3. When things are going well, something will go wrong. When things just cannotget any worse, they will. When things appear to be getting better, you haveoverlooked something

4. If the project content is allowed to change freely, the rate of change will exceedthe rate of progress

5. A carelessly planned project will take three time longer to complete thanexpected; a carefully planned project will take only twice as long

6. Project team detest progress reporting because it vividly manifests their lack of progress



By balancing competing demands for :

HowHow To Achieve Project SuccessTo Achieve Project Success ??

Cost

ScopeQuality

Time



UNHAN Project Management CSFs

Clearly Defined Goals: including the general project philosophy or generalmission of the project and a commitment to those goals on the part of theproject team members.

Competent Project Manager: a skilled project leader who has thenecessary interpersonal, technical and administrative skills.

Top-Management Support: top-management commitment for the projectthat has been communicated to all concerned parties.

Competent Project Team Members: the selection and training of projectteam members, who between them have the skills necessary to supportthe project.

Sufficient Resource Allocation: resources, in the form of money,

personnel, logistics, etc., which are available for the project in the requiredquantity.



UNHAN Project Management CSFs

Adequate Communications Channels: sufficient information is available onproject objectives, status, changes, organizational conditions and clients needs.

Control Mechanisms: the mechanisms which are in place to monitor actual

events and recognize deviations from plan.

Feedback Capabilities: all parties concerned with the project are able to reviewthe projects status and make suggestions and corrections.

Responsiveness To Clients: all potential users of the project are concerned with

and are kept up to date on the projects status.

Troubleshooting Mechanisms: a system or set of procedures which can tackleproblems when they arise, trace them back to their root cause and resolve them.

Project Staff Continuity: the continued involvement of key project personnel

through its life. Frequent turnover of staff can dissipate the teams acquiredlearning.



UNHAN Stages In Project Management

Understanding The

Project

Environment

Stage 1

Project Definition

Stage 2

Project PlanningStage 3

TechnicalExecution

Stage 4

Project Control

Stage 5

Changes

Corrective

action



UNHAN

Artha Graha

Understanding The ProjectEnvironment



UNHAN Project Environment

Stage 1 Understanding The Project Environment

Geo-Social Environment

Geographical Climate

Culture

Econo-Political

Environment Economic

Government

Regulation

Business Environment Industrial

Competition

Supply Network

Customer Expectation

Internal Environment Strategy

Culture

Resources

Constraints

The Pr ject E ir ent C nsists Of ll The F ct r s That Can ff ect The Pr ject

The r ject



UNHAN Project Stakeholders

People and organizations that are involved, affected or caninfluence the project. ± Who

± Their needs and influence

± Hidden agenda ± Risks

± Agreement on success factors with stakeholders

Key Stakeholder in Project :1. Project Manager 2. Project Sponsor

3. User / Customer

4. Project Team Member

5. Project Management Team

6. Performing Organization

7. Influencer 8. PMO




UNHAN Stakeholder Power-Interest Grid


Stakeholder

Power

Stakeholder Interest

Keep Satisfied Manage Closely

Monitor Keep Informed

Low High

Low

High



UNHAN

Artha Graha

Project Definition



UNHAN Project Objectives

Project Objectives ± Provide definition of an end point

± Used to monitor progress

± Identify success

Good Objectives ± Clear

± Measurable

± Quantifiable (preferably)

Clarifying Objectives Involves Breaking Down Project Objectives Into3 Categories: ± Purpose

± End Results : Identification of problems and recommendation of solutions

± Success Criteria

Stage 2 Project Definition



UNHAN Project Objectives Triangle


Quality

TimeCost



UNHAN Project Scope

Boundary setting exercise postulating what the project will

do and not do

Identifies work content and its products or outcomes

Often the scope can be in the form of legal boundaries or

at times articulated in a formal project specification




UNHAN Project Strategy

Define in a general way how the project is going to meet itsobjectives

± Defining the phases of the project

± Setting milestones and/or stagegates

Milestone is a passive term, which may herald the review of apart-complete project or mark the completion of a stage butdoes not necessarily have more significance than a measure of

achievement or progress

Stagegates are the decision points that allow the project tomove into the next phase by launching further activities andtherefore commits the project to additional costs, resources,

etc




UNHAN

Artha Graha

Project Planning



UNHAN Project Planning

Fulfills Four Distinct Purposes1. Determines the costs and duration

2. Determines the level of resources which will be needed

3. Helps to allocate work and to monitor progress

4. Helps to assess the impact of any changes to the project

Planning is not a one-off process

Planning may be repeated several times during the projects life ascircumstances change

Replanning is not a sign of failure or mismanagement

Later stage planning means that more information is available andthe project becomes less uncertain

Stage 3 Project Planning



UNHAN Stages In The Planning Process


Identify the

activities in

the project

Estimate the

times and

resources foractivities

Identify the

relationships

and

dependenciesbetween the

activities

Identify time

and resources

sch

eduleconstraints

Fix the

schedule for

the time andresources

Adjust As Necessary



UNHAN Identify Activities

Most projects are too complex to be planned andcontrolled effectively unless they are first broken downinto manageable portions

This is achieved by structuring the project into a familytree which is further divided into smaller tasks until adefined manageable series of task called work package is

arrived

Each work package can be allocated with its ownobjectives of time, cost and quality and produce the work

breakdown structure




UNHAN

33

22

11

00

Work Breakdown Structure

Serve BreakfastIn Bed

Produce Glass

of Orange Juice

Prepare Juice Obtain Glass

Produce Boiled

Egg In Egg Cup

Produce BoiledEgg

Obtain EggFill Pan With

Water

Obtain Egg Cup

Produce

Buttered Toast

Produce Toast

Slice Bread

Obtain Butter

Arrange Tray

Obtain Plates &Cutlery

Obtain Tray


Purpose : Make breakfast in bed

End Result : Breakfast in bed of boiled egg, toast and orange juice

Success Criteria : Uses minimum staff resources (max 4), time (max 9 mins) and

product of high quality (warm and fresh)

Scope : Starts in kitchen at 6.00 am and finishes in bedroom using

normal kitchen equipment



UNHAN Estimate Time and Resources

Estimates are just a systematic best guess, not a perfec forecasts of reality

They must take into account the time of day and the state of operator / staff

The amount of uncertainty in a project has a major bearing on the level of confidencewhich can be placed on an estimate hence probabilistic curve may be used which is usuallypositively skewed

The greater the risk the greater the probability distribution

The natural tendency is to produce optimistic estimates




UNHAN Identify Relationships and Dependencies

All activities will have some relationships with one another that will depend on the logic of the project

Some activities will, by necessity, need to be executed in a particular order known asdependent or series relationship

Total activities takes 9 minutes. Some activities have spare time (float) that can be done atanytime provided that they are completed before the the final activity. Some activitieshave no float hence called critical path of the project




UNHAN Identify Schedule Constraints

Compare project requirements with available resources using two fundamentalapproaches: ± Resource Constraints

Only available resources are used in resource scheduling and are never exceeded

Project completion may slip

± Time Constraints The overriding priority is completion within a give time frame

Once normally available resources have been used up, alternative threshold resources are scheduled




UNHAN Fix The Schedule




UNHAN Project Control

The essential link between planning and execution, andinvolves three sets of decisions:1. How to monitor the project in order to check its progress

What to monitor i.e expenditure, overtime, delays, technical changes,failures, missed milestones, etc

2. How to assess the performance of the project by comparing themonitored observations with the project plan

Actual versus plan, amount of tolerable deviations, etc

3. How to intervene in the project in order to make the changes that willbring it back to plan

Given the interconnected nature of projects a change in one partwill have knock-on effects elsewhere this means that interventionsoften require wide consultations and advice from all those affected

Stage 5 Project Control



UNHAN Critical Path Method

Each activity is represented by arrows with the tail as the start andthe head as the end

A circle called event, is a moment in time which occur at the start ofinish of an activity.

A sequence of activities are called paths

Each path will have a total duration which is the sum of all itsactivities

The path which has the longest sequence of activities is called thecritical path of the network (more than one critical path may exists)

Any delay along the critical path will delay the project

Network Planning



UNHAN Rules

Network Design

1. An event cannot be reached until all activities leading up to it are

complete

2. No activity can start until its tail event is reached

3. No two activities can have the same head and tail events; dummy

activities must be drawn



UNHAN Calculating Float

Earliest Event Time (EET) is the earliest the event couldpossibly occur if all preceding activities are completed as earlypossible

Latest Event Time (LET) is the latest time an event couldpossibly take place without delaying the whole project

Network Planning



UNHAN Activity On Node Networks

Network Planning



UNHANProgram Evaluation and Review

Technique (PERT)

This technique recognizes that activity durations and costs

in project management are not deterministic and that

probability theory can be applied to estimates

Network Planning



UNHANLongest Mean Time vs Greatest Time

Variance

Network Planning



UNHAN Introducing Resource Constraints

Network Planning

Non critical activities starts as soon as

possible

Loading not even with resource profiles

that varies from seven staffs to three staffs

If available staff is less than 7, project need

rescheduling

Activity B is delayed until activity A is

completed

Loading is more even with resource profiles

that varies from five staffs to four staffs

If available staff is less than 7, project need

rescheduling



UNHAN Crashing Networks

Crashing networks is the process of reducing time spans on critical pathactivities so that the project is completed in less time

Usually crashing activities incurs extra costs as a result of :

± Overtime working ± Additional resources

± Subcontracting

Network Planning



Project Life CycleProject Life Cycle

Inputs

Phases

Project

Management

Outputs

Project

Deliverable

Idea

Charter

Scope Statement

lan

Approval

rogress

Acceptance

Handover

INITIAL INTERMEDIATE FINAL

roject Team

RODUCT

Typical Sequence of

hases in a roject Life

Cycle

Baseline



INITIATING

PROCESSESCLOSING

PROCESSES

PLANNING

PROCESSES

EXECUTING

PROCESSES

Monitoring and

Controlling processes

Standard Project Management ProcessStandard Project Management ProcessGroupsGroups



UNHAN Project Management Process

Initiating Process : Define and authorizes the project

Planning Process : Define and refines objectives and

plans the course of action

Executing Process : Integrates peoples and other resources

Monitoring & Controlling Process : regularly measuresand monitors progress to identif y variances so thatcorrective action

C

losingP

rocess : Formalizes acceptance of theproduct, service or result



Overview V.3.0

Project Management Knowledge AreaProject Management Knowledge Area

2. Project Scope Management

7. Project Communication Management

8. Project Risk Management

4. Project Cost Management

5. Project Quality Management

6. Project Human Resource Management

1. Project Integration Management

3. Project Time Management

9. Project Procurement Management

Project Management Body

of Knowledge (PMBOK)

dikeluarkan oleh PMI(Project Management

Institute) - USA

44

Knowledge Area &



UNHAN Project Management Mapping

Knowledge Area &

ProcessesInitiating Planning Executing Monitoring & Controlling Closing

Project Integration

Management

4.1 Develop

Project

Charter

4.2 Develop Project Management Plan 4,3 Direct & Manage Project Execution

4.4 Monitor & Control

Project Work

4.5 Perform Integrated

Change Control

4.6 Close

Project or

Phase

Project Scope

Management

5.1 Collect Requirements

5.2 Define Scope

5.3 Create WBS

5.4 Verify Scope

5.5 Control Scope

Project Time

Management

6.1 Define Activities

6.2 Sequence Activities

6.3 Estimate Activity Resources

6.4 Estimate Activity Duration

6.5 Develop Schedule

6.6 Control Schedule

Project Cost

Management

7.1 Estimate Costs

7.2 Determine Budget7.3 Control Cost

Project Quality

Management8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control

Project HR

Management9.1 Develop HR Planning

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

Project

Communication Mgt

10.1 Identify

Stakeholder 10.2 Plan Communication

10.3 Distribute Information

10.4 Manage Stakeholder Expectation10.5 Report Performance

Project Risk

Management

11.1 Plan Risk Management

11.2 Identify Risk

11.3 Perform Qualitative Risk Analysis

11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

11.6 Monitor and Control

Risk

Project Procurement

Mgt.12.1 Plan Procurement 12.2 Conduct Procurement

12.3 Administer

Procurement

12.4 Close

Procurement



TERIMA KASIH

Andy Dharma

20110205 Project Management

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