Project Planning

1
Project Planning
2
Management Processes

• Planning
• Organizing
• Actuating
• Controlling

3
Planning Cycle
OK
Evaluation
Planning
Actuating
Feedback
4
Benefit of Planning

• Reduce Uncertainty
• Key to success
• Increase effectiveness and efficiency
• Starting point for controlling

5
Type of Planning
Type
Scope
Mgt.Level
Bus.Environmet
Strategic Corpr/Bus Top
Uncertain Tactical Functional Middle
Probabilistic Action Oprtional
Oprtional Deterministic
6
Strategic Linkages

• Corporate Strategy
• Business Strategy
• Functional Strategy
• Operation/Production Management

7
Management Level
Corporate/Business
Top
Business/Functional
Middle
Operational
Operational
8
Attention of Organizational Level
Org. Level Mgt Level Performance Org. Focus
Mgt. Attn
Corporate Top
Return Gov.Structue Fiscal
Business Middle Market
Share Process Market

Cust.Satisfactn
Operation Operational Efficiency
Work Process
Productivity
9
Time Frame

• Operational
  Functional Business Corporate

10
Corporate Strategy

• Scope Corporate/ Enterprise
• Objectives Growth
• Performance ROI/RONA/ROE..
• Formulation
• Penetration
• Market Development
• Product Development
• Diversification

11
Ansoff Strategy
Product EXISTING NEW
Ma r ke t
NEW EXISTING
MARKT. DEV DIVERSIVICATION
PENETRATION PROD. DEV
12
Business Strategy

• Scope SBU
• Objective Competitiveness
• Performance Market Share
• Formulation
• Cost Leadership
• Differentiation
• Focus

13
Functional Strategy

• Scope Business Function
• Objective Competitive Priority
• Performance
• Target
• Cost

14
Operation Strategy

• Scope Production/operation
• Objective Competitive Priority
• Performance
• Quality
• Cost
• Delivery
• Flexibility
• Safety

15
Example of Operation Objective

• QUALITY
• TAHUN INI 5 TAHUN YAD
  KOMPETITOR
• Kepuasan konsumen 75
  85 75
• Persentase scrapdan reject 15
  5 10
• Biaya garansi ( penjualan) 1
  0.5 1
• COST
• COGM ( COGS ) 55
  45 50
• ITO
  41 x 52 x
  50 x

16
Example of Operation Objective

• DELIVERY
• TAHUN INI 5 TAHUN
  YAD KOMPETITOR
• Fill Rate
  90 95 95
• Lead Time (minggu ) 3
  1 1
• FLEXIBILITY
• Waktu untuk 10 bulan
  6 bulan 8 bulan
• mengenalkan produk baru
• Waktu perubahan kapasitas 3 bulan
  3 bulan 3 bulan

17
Operational Management

• Scope Production/Operation
• Objective Efficiency
• Performance
• Quality
• Cost
• Delivery
• Flexibility
• Safety

18
Basic Concept of Planning

• Description of activities to achieve the setting
  objective
• Objective
• Activity A Activity B.Activity N

19
Objective

• Realistic
• Measurable
• Time frame
• Challenging

20
Activity

• Realistic
• Complete and Exhaustive
• Need Resources
• (Time, Man, Machine, Material Money)
• Basic Activity Non Basic

21
Out Put
Activity
Budget
PIC
Schedule
A
500.000 X B C D E
100.000
y . . N
250.000 Z
22
Project Scheduling

• Jadwal Induk Jadwal Rinci
• ( Master Schedule) (Working Schedule)
• Managerial Operational

23
Good Schedule

• Easy to understand
• Detail
• Non conflicting
• Reliable
• Concordance with available resources
• Identify critical activity and path

24
Step in Scheduling

• Understand the objective
• Identify Activity/Task
• Estimate time for each activity
• Identify dependability among activities
• Schedule activities concordance with
• due date
• resources

25
Scheduling With CPM

• Identify Activity/Task
• Estimate time for each activity
• Identify dependability among activities
• Make Network diagram
• Identify critical path
• Make schedule
• Forward Pass (Maju)
• Backward Pass (Mundur)

26
Work Breakdown Structure

• Systematic approach to define the total project
  in such away that all elements have the proper
  relationship to each other and no elements is
  overlook.
• PBS Chart is created by starting at the top
  level-elements, which identifies the total
  project, and breaking out the major and natural
  elements of the project at the next lower level.

27
Project Breakdown Structure

• The structure of hierarchical physical components
  starting from total project to basic elements

X
Level 0
Level 1
A
C
B
B1
B2
Level 2
Level n
28
Step in Developing PBS

• Develop the initial PBS in top down fashion
• Review and revise the completed PBS with all
  affected managers and specialist, until agreement
  is reached on its validity
• Identify work control package to be planned,
  estimated, budgeted, scheduled, and controlled
• Identify for each PBS element down to and
  including each work package responsible, product
  specification, contractors and supplier,
  resources, work order, cost account number and
  miles stone
• Evaluate the results to identify problems and
  initiate corrective action.

29
Project Breakdown Structure

• The structure of hierarchical components
  starting from total project to basic elements

X
Level 0
Level 1
A
C
B
S
B1
B2
Level 2
S1
Level n
E1
30
Work Breakdown Structure

• Systematic approach to define the total project
  in such away that all elements have the proper
  relationship to each other and no elements is
  overlook.
• PBS Chart is created by starting at the top
  level-elements, which identifies the total
  project, and breaking out the major and natural
  elements of the project at the next lower level.

31
CPM Method

• Sistem Notasi
• Arrow System
• Node System
• Arrow System
• Activity
• Dummy Activity
• Event

32
Rule of Network Diagram

• 1. Suatu Asktivitas hanya dapat dimulai apabila
  aktivitas yang mendahuluinya ( predecessor) telah
  selesai
• 2. Diantara 2 event yang sama hanya boleh
  digambarkan sebuah anak panah
• 3. Hanya ada satu initial event dan sebuah
  terminal event
• 4. Panjang pendek anak panah tidak memiliki arti
• 5. Penomoran dari kecil kebesar

33
Critical path

• Notation
• ES Earliest Starting time
• EC Earliest Completion time
• LS Latest Starting time
• t Activity duration

34

• Rule 1
• Unless otherwise stated, the starting time of a
  project is set equal ti time zero. Taht is, the
  firs node, node 1, inthe network has an ES of
  zero, thus ES(1)0
• Rule 2
• ES for any activity for any node ( activity j) is
  equal to the maximum of the EC of immediate
  predecessor of the node
• ES(i) MaxEC(j) for j P(i)
• P(i) set of immediate predecessors of activity
  

35

• Rule 3
• EC of activity i is the activitys ES plus its
  estimated time, ti
• EC(i) ES (i) ti
• Rule 4
• EC of a project is equal to the ES of every last
  noden, in the project network.
• EC ( Project) EC(n)

36

• Rule 5
• Unless the LC of a project is explicitly
• specified, it is set equql to the EC of the
  project.
• This is called the Zero project slack convention
• LC ( Project) EC(Project)
• Rule 6
• If a desired deadline, Tp is specified for
• aproject, then
• LC ( Project Tp

37

• Rule 7
• LC for activity j is the smallest of the latest
  start
• time of activitys immediate successors.
• LC(j) Min i S(j)
• where S(j) immediate successors of activity j
• Rule 8
• LS for activity j is LC minus activity time
• LS(j)LC(j)-ti

38
Example
Aktivity Time
Predecessor A 6
- B
3 A C
6 A D
6
B, C E 3
D F 3
F
39
Network Diagram
E(3)
D(6)
F(3)
A(6)
B(3)
1
5
4
2
6
7
C(6)
3
40
Forward Pass
E(3)
D(6)
F(3)
6
A(6)
B(3)
9
6
18
12
21
1
5
4
2
6
7
24
0
0
18
21
24
C(6)
12
6
3
12
12
41
Forward Pass
E(3)
D(6)
F(3)
A(6)
B(3)
9
12
1
5
4
2
6
7
24
12
6
0
0
24
21
21
18
18
12
6
C(6)
3
12
12
42
Critical Path

• Path with least slack in the network diagram
• The longest path in the network diagram

43
Slack

• Total Slack (TS)
• Amount of time an activity may be delayed from
  its ES without delaying the EC of the project
• TS(j)LC(j)-EC(j) or TS(j)LC(j)-ES(j)
• Free Slack (FS)
• Amount of time an activity may be delayed from
  its ES without delaying the starting time of any
  of its immediates predecessor
• FS(j) MinES(i)-EC(j)

44
Critical Path
E(3)
D(6)
F(3)
A(6)
B(3)
9
12
1
5
4
2
6
7
24
12
0
0
24
21
21
18
18
6
12
6
C(6)
3
12
12
45
Schedule

• Activities Schedule
• 3 6 9 12
  15 18 21 24
• A
  
• B
  
• C
  
• D
  
• E
  
• F
  

46
S Curve

• Activities Schedule
  Budget
• 3 6 9 12 15
  18 21 24 (Juta Rp)
• A 5 5
  10
  
• B 20
  20
• C 9 9
  18
• D
  6 6 12
• E
  25 25
• F
  15 15

Rp Penyerapan 5 5 29 9
6 6 25 15
Penyerapan 5 5 29 9
6 6 25 15
Kumulatif 5 10 39 48
54 60 85 100