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MANAJEMEN PROYEK

Ahmad Setiawan

Universitas Mercu Buana Fakultas Teknik Jurusan Teknik Industri

#3

© ahmad setiawan - 2016

#project management

Proses Manajemen Proyek (Total Review)

Initiation Planning

Execution

Controlling

Closing Post

Project Review

Project Charter

Output

Post Project Review Report

Formal Acceptance and Closure

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

Project Plan &

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


#project management

Tools & Techniques

•  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)


#project management

Project Charter

•  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)


#project management

Project Charter

•  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


#project management

Project Charter

Name Role ResponsibilityWalter Schmidt, CEO Project Sponsor Monitor projectMike Zwack CIO Monitor project, provide

staffKim Nguyen Project Manager Plan and execute projectJeff Johnson Director of IT Operations Mentor KimNancy Reynolds VP, Human Resources Provide staff, issue memo

to all employees aboutproject

Steve McCann Director of Purchasing Assist in purchasinghardware 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, CIOWe are assuming that adequate staff will be available and committed to supporting thisproject. Some work must be done after hours to avoid work disruptions, and overtimewill be provided. Jeff Johnson and Kim Nguyen, Information Technology Department

Roles and Responsibilities:


#project management

Work Breakdown Structure [WBS]

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


#project management

Keranga Perencanaan dalam penyusunan WBS

Kerangka perencanaan : •  Kerangka Penjabaran program •  Kerangka perencanaan detil •  Kerangka pembiayaan •  Kerangka pembiayaan •  Kerangka Cara pelaporan •  Kerangka Penyusunan Organisasi


#project management

Klasifikasi dalam WBS

•  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


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Contoh Perencanaan

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

1.C.3 Pekerjaan Mekanikal/Elektrikal

1.D Pekerjaan Lantai 2 1.D.1 Pekerjaan Struktur 1.D.2 Pekerjaan Arsitektur

1.D.3 Pekerjaan Mekanikal/Elektrikal

1.E Pekerjaan Atap 1.E.1 Pekerjaan Struktur Atap 1.E.2 Pekerjaan Genteng 1.F Finishing

Paket Kegiatan 1 B. Pekerjaan Pondasi B.100 Pekerjaan Galian Pondasi

B.110 Pekerjaan Pembersihan Pondasi

B.120 Pekerjaan BekisJng Pondasi B.130 Pekerjaan Pengecoran Pondasi B.140 Pekerjaan Timbunan Pondasi


#project management

Hirarki Organisasi Proyek

PROYEK RUMAH BAPAK X

Pekerjaan Persiapan Pekerjaan Sipil Pekerjaan Arsitektur Pekerjaan M/E

Pekerjaan Pondasi

Pekerjaan Lt. 1

Pekerjaan Lt. 2

Pekerjaan Lt. 1

Pekerjaan Lt. 2

Pekerjaan Atap

Pekerjaan Lt. 1

Pekerjaan Lt. 2

Pekerjaan Atap

Pengawasan dan Inspeksi, Tindakan dan Koreksi

Level 1

Level 2

Level 3

Level 4

Site Manager

Manajer Proyek

Pengawas / Supervisor

Pelaksana


#project management

Perencanaan Biaya Proyek

•  Tahapan pengembangan konseptual •  Tahapan desain konstruksi •  Tahapan Pelelangan •  Tahapan Pelaksanaan

q Tahapan Perencanaan Biaya Proyek

q Komponen Biaya Total Proyek

•  Biaya Langsung (Direct Cost) •  Biaya Tidak Langsung (Indirect Cost)


#project management

Cash Flow

Bulan 31 2 3 4 1 2 3 4

CASH IN1 Uang Muka 10.000 2 Termijn 25.000 40.000 50.000 3 Retensi 12.500

Jumlah 10.000 - 25.000 - 40.000 - 50.000 - 12.500

CASH OUTA Direct Cost

1 Material 25.000 2 Upah Kerja 15.000 20.000 3 Sewa Alat 5.000 5.000 4 Mobilisasi 1.000

B Indirect Cost1 Perijinan 1.500 20002 Peralatan Kantor 2.000 1.500 3 Listrik, Telp, Air 2.000 2.000 2.000 2.000 2.000 2.000 2.000 2.000 4 Transport 500 500 500 500 500 500 500 500 5 dan lain-lain 300 300 300 300 300 300 300 300

Jumlah 37.300 2.800 2.800 19.300 7.800 2.800 2.800 22.800 2.000

SALDO (27.300,00) (2.800,00) 22.200,00 (19.300,00) 32.200,00 (2.800,00) 47.200,00 (22.800,00) 10.500,00 Kumulatif (27.300,00) (30.100,00) (7.900,00) (27.200,00) 5.000,00 2.200,00 49.400,00 26.600,00 37.100,00

Bulan 1 Bulan 2


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Rencana Anggaran Biaya (RAB)


#project management

Gantt Chart

The WBS is on the left, and each task’s start and finish date are shown on the right using a calendar timescale.


#project management

Network Diagram

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.


#project management

Earned Value Chart

0

50

100

150

200

250

300

1 2 3 4 5 6 7 8 9 10 11 12

Month

$

BCWS or Cumulative Plan

ACWP or Cumulative Actual

BCWP or Cumulative EVBCWS

ACWP

BWCPSchedule Variance

Cost Variance

EAC

BAC

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