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Project Planning

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Management Processes

Planning

Organizing

Actuating

Controlling

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Planning Cycle

Planning Actuating Evaluation

Feedback

OK

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Benefit of Planning

• Reduce Uncertainty• Key to success

• Increase effectiveness and efficiency• Starting point for controlling

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Type of Planning

Strategic Corpr/Bus Top Uncertain

Tactical Functional Middle Probabilistic

Action Opr’tional Opr’tional Deterministic

Type Scope Mgt.Level Bus.Environmet

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Strategic LinkagesCorporate Strategy

Business Strategy

Functional Strategy

Operation/Production Management

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Management Level

Corporate/Business

Business/Functional

Operational

Middle

Top

Operational

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Attention of Organizational Level

Org. Level Mgt Level Performance Org. Focus Mgt. Attn

Corporate Top Return Gov.Structue Fiscal

Business Middle Market Share Process MarketCust.Satisfactn

Operation Operational Efficiency Work ProcessProductivity

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Time Frame

Operational Functional Business Corporate

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Corporate Strategy

• Scope : Corporate/ Enterprise• Objectives : Growth• Performance : ROI/RONA/ROE…..• Formulation :

– Penetration– Market Development– Product Development– Diversification

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Ansoff StrategyProduct

EXISTING NEW

NEW

EXISTING

PENETRATION PROD. DEV

MARKT. DEV DIVERSIVICATION

Ma

r

ke

t

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Business Strategy

• Scope : SBU• Objective : Competitiveness• Performance : Market Share• Formulation:

– Cost Leadership– Differentiation– Focus

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Functional Strategy

• Scope : Business Function• Objective : Competitive Priority

• Performance : – Target– Cost

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Operation Strategy

• Scope : Production/operation• Objective : Competitive Priority• Performance :

– Quality– Cost– Delivery– Flexibility– Safety

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Example of Operation Objective

QUALITYTAHUN 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

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Example of Operation Objective

DELIVERY

TAHUN INI 5 TAHUN YAD KOMPETITOR

Fill Rate 90% 95% 95%Lead Time (minggu ) 3 1 1

FLEXIBILITYWaktu untuk 10 bulan 6 bulan 8 bulanmengenalkan produk baruWaktu perubahan kapasitas 3 bulan 3 bulan 3 bulan

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Operational Management

• Scope : Production/Operation

• Objective : Efficiency• Performance:

» Quality» Cost» Delivery» Flexibility» Safety

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Basic Concept of PlanningDescription of activities to achieve the

setting objective

Objective

Activity A Activity B….Activity N

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Objective

RealisticMeasurableTime frameChallenging

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Activity• Realistic

• Complete and Exhaustive• Need Resources

(Time, Man, Machine, Material Money)

Basic Activity Non Basic

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Out Put

A 500.000 X BCDE 100.000 y..N 250.000 Z

Activity Budget PICSchedule

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Project Scheduling

Jadwal Induk Jadwal Rinci( Master Schedule) (Working Schedule)

Managerial Operational

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Good Schedule

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

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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

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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)

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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.

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Project Breakdown StructureThe structure of hierarchical physical

components starting from total project to basic elements

X

A CB

B1 B2

Level 0

Level 2

Level 1

Level n

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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.

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Project Breakdown StructureThe structure of hierarchical components starting

from total project to basic elements

X

A CB

B1 B2

Level 0

Level 2

Level 1

Level n

S

S1

E1

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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.

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CPM MethodSistem Notasi :

• Arrow System • Node System

Arrow System:• Activity :

• Dummy Activity:

• Event :

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Rule of Network Diagram 1. Suatu Asktivitas hanya dapat dimulai apabila

aktivitas yang mendahuluinya ( predecessor) telah selesai

2. Diantara 2 event yang sama hanya bolehdigambarkan sebuah anak panah

3. Hanya ada satu initial event dan sebuahterminal event

4. Panjang pendek anak panah tidak memilikiarti

5. Penomoran dari kecil kebesar

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Critical path• Notation

– ES: Earliest Starting time– EC: Earliest Completion time– LS: Latest Starting time– t : Activity duration

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• 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) = Max{EC(j)} for j P(i)P(i) ={set of immediate predecessors of activity

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• Rule 3– EC of activity i is the activity’s ES plus its

estimated time, tiEC(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)

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•Rule 5Unless the LC of a project is explicitlyspecified, it is set equql to the EC of the project. This is called the Zero project slack convention

LC ( Project)= EC(Project)

•Rule 6If a desired deadline, Tp is specified for aproject, thenLC ( Project = Tp

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•Rule 7LC for activity j is the smallest of the latest start time of activity’s immediate successors.LC(j)= Min i S(j)where S(j)={ immediate successors of activity j}

•Rule 8LS for activity j is LC minus activity time:LS(j)=LC(j)-ti

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Example

Aktivity Time Predecessor

A 6 -B 3 AC 6 AD 6 B, CE 3 DF 3 F

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Network Diagram

1 54

3

2 6 7A(6) B(3) D(6) E(3) F(3)

C(6)

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Forward Pass

1 54

3

2 6 7A(6) B(3) D(6) E(3) F(3)

C(6)00

12

6 9

1218 21 24

6

6

12

12 18 21 24

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Forward Pass

1 54

3

2 6 7A(6) B(3) D(6) E(3) F(3)

C(6)

2424212118181212

12

1212

6

9600

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Critical Path

• Path with least slack in the network diagram

• The longest path in the network diagram

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Slack• Total Slack (TS)

– Amount of time an activity may be delayed from its ES without delaying the EC of the projectTS(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 predecessorFS(j)= Min{ES(i)}-EC(j)

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Critical Path

1 54

3

2 6 7A(6) B(3) D(6) E(3) F(3)

C(6)

2424212118181212

12

1212

6

9

600

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Schedule

Activities Schedule

3 6 9 12 15 18 21 24

A B C D E F

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S CurveActivities Schedule Budget

3 6 9 12 15 18 21 24 (Juta Rp)

A 5 5 10 B 20 20C 9 9 18D 6 6 12E 25 25F 15 15

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

Rp Penyerapan 5 5 29 9 6 6 25 15