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Project Management (Intro)
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Project and Project Management
A project is a [temporary] sequence of unique,complex, and connected activities having one goalor purpose and that must be completed byspecific time, within budget, and according to
specification.
Project management is the process of scoping,planning, staffing, organizing, directing, and
controlling the development of an acceptablesystem at a minimum cost within a specified timeframe.
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Project versus Process Management
Project management is the process of scoping, planning,staffing, organizing, directing, and controlling thedevelopment of an acceptable system at a minimum costwithin a specified time frame.
Process management is an ongoing activity thatdocuments, manages the use of, and improves an
organizations chosen methodology (the process) forsystem development. Process management is concernedwith the activities, deliverables, and quality standards to beapplied to all projects.
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Triple Constraint Sinergitas Proyek
Biaya
Jadwal Kualitas
Proyek
Anggaran
Waktu Kinerja
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Measures of Project Success
Acceptable to the customer. on time.
within budget.
The system development process had aminimal impact on ongoing business operations.
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Five project success factors
Agreement among the project team, customers,and management on the goals of the project
A plan that shows an overall path and clearresponsibilities and will be used to measure
progress during the projectConstant, effective communication among
everyone involved in the project
A controlled scope
Management support
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Causes of Project Failure Failure to establish upper-management commitment to the
project Lack of organizations commitment to the system
development methodology Taking shortcuts through or around the system
development methodology
Poor expectations management Premature commitment to a fixed budget and schedule Poor estimating techniques Overoptimism
The mythical man-month (Brooks, 1975) Inadequate people management skills Failure to adapt to business change Insufficient resources Failure to manage to the plan
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Project Manager Competencies
Business awareness Business partner
orientation
Commitment to quality
Initiative
Information gathering
Analytical thinking
Conceptual thinking
Interpersonal awareness
Organizational awareness
Anticipation of impact Resourceful use of
influence
Motivating others
Communication skills
Developing others
Monitoring and controlling
Self-confidence
Stress management
Concern for credibility
Flexibility
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The challenges that face project managers
Personnel
Estimating
Authority
Controls
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THE EVOLUTION OF A DISCIPLINE
If one of you decides to build a tower, will
he not first sit down and calculate the outlayto see if he has enough money to completethe project? He will do that for fear of laying
the foundation and then not being able tocomplete the work
Luke 14:2829
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Standard Project Life Cycle
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Function-driven organization
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Lets look at the steps in this process, from
start to finish:
Tasks are broken down until the different skill requirementsemerge.
The project manager and sponsor then begin recruitingpeople and organizations with the necessary skills.
The project manager negotiates the involvement of thesenew team members.
The manager clarifies the plan and ensures that allmembers understand it.
Team member responsibilities are documented in both thestatement of work and the project plan.
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THE RISK MANAGEMENT ADVANTAGE
Known unknownsrepresent identified potentialproblems, such as the possibility of a strike when a laborcontract expires, or enough rain to stall a constructionproject during winter in Seattle. We dont know exactlywhat will happen, but we do know it has a potential to
damage our project and we can prepare for it.
Unknown unknownsare the problems that arriveunexpectedly. These are the ones you honestly couldnt
have seen coming. But seasoned project managers do
expect them, because they know something unexpectedalways happens.
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Risk management influences the project plan and changes
assumptions in the project rules
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The risk management process
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Project Management Tools &Techniques
A PERT chart is a graphical network model thatdepicts a projects tasks and the relationships
between those tasks.
A Gantt chart is a simple horizontal bar chart thatdepicts project tasks against a calendar. Each barrepresents a named project task. The tasks are
listed vertically in the left-hand column. Thehorizontal axis is a calendar timeline.
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PERT Chart
5-3-2001 5-12-20015-3-2001 5-11-2001
Preliminary Investigation
5-12-2001 6-12-20015-12-2001 6-14-2001
Problem Analysis5-28-2001 7-15-20015-30-2001 7-18-2001
Requirements Analysis6-13-2001 7-30-20016-13-2001 8-3-2001
Decision Analysis
9-10-2001 12-14-2001TBD
TBD
Implementation
7-19-2001 11-13-20017-20-2001 In Progress
Construction7-3-2001 9-25-20017-5-2001 10-9-2001
Design
5-3-2001 N/A5-3-2001 N/A
Project Initiation
ScheduledStart ScheduledFinish
Actual Start ActualFinish
TaskScheduled
Start ScheduledFinishActual Start ActualFinish
Taskintertask
dependency
Legend
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Gantt Chart
Incomplete Task
Complete TaskLegend
ID1234567
Preliminary investigationProblem analysisRequirements analysisDecision analysisDesignConstructionImplementation
May Jun Jul Aug Sep Oct Nov Dec2001
Task Name
Today
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Microsoft Project Gantt Chart
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Microsoft Project PERT Chart
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Project Management Life Cycle
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Joint Project Planning Strategy
Joint project planning (JPP) is a strategywherein all stakeholders in a project (meaningsystem owners, users, analysts, designers, andbuilders) participate in a one-to-three day project
management workshop, the result of which isconsensus agreement on project scope, schedule,resources, and budget. (Of course, subsequentworkshops or meetings may be required to adjust
scope, budget, and schedule.)
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PLANNING PROCESSES
CORE PROCESSES
SCOPEPLANNING
SCOPEDEFINITION
ACTIVITYDEFINITION
RESOURCEPLANNING
ACTIVITYSEQUENCING
ACTIVITYDURATION
ESTIMATING
COSTESTIMATING
SCHEDULEDEVELOPMENT
COSTBUDGETING
PROJECTPLAN
FACILITATING PROCESSES
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CORE PROCESSES
SCOPEPLANNING
SCOPEDEFINITION
ACTIVITYDEFINITION
ACTIVITYSEQUENCING
ACTIVITYDURATION
ESTIMATING
Setiap proyek harus jelas lingkup pekerjaannya, sehingga bisa dibuatstruktur penjabaran pekerjaan (WBS) yang lebih detail, dalam hal ini perludibuat perencanaan lingkup pekerjaan
Dari WBS yang ada harusdisusun urutan pekerjaanyang sesuai dengan logikaketergantungan, sehinggadiperoleh suatu metodapelaksanaan yangbenar/logis.
Dari setiap aktivitas harusdihitung durasi masing2aktivitas, berdasarkankapasitas produksi dansumber daya (orang, bahandan alat) yang tersedia
Dari perencanaanlingkup pekerjaanharus dilakukan
pendefinisian/ketentuan lingkuppekerjaan itusendiri
Dari definisi lingkuppekerjaan harusdilakukan
pendefinisian/ketentuan setiapaktivitas pekerjaan
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CORE PROCESSES
SCOPEDEFINITION
RESOURCE
PLANNING
ACTIVITYSEQUENCING
ACTIVITYDURATION
ESTIMATING
COSTESTIMATING
SCHEDULEDEVELOPMENT
Dari definisi lingkuppekerjaan harusdilakukanpendefinisian/ketentuan setiapaktivitas pekerjaan
Berdasarkan lingkuppekerjaan dansumber daya dihitungestimasi biaya
pelaksanaan
Berdasarkan lingkuppekerjaan harusdirencanakan sumber
daya (bahan, alat, SDM)yang akan digunakan
Berdasarkan WBS,logika ketergan-tungan dan durasidisusun TimeSchedule rencana
Durasi masing2 aktivitas,berdasarkan kapasitasproduksi dan sumber daya(orang, bahan dan alat)yang tersedia
Dari WBS yang ada harusdisusun urutan pekerjaanyang sesuai dengan logikaketergantungan
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CORE PROCESSES
COSTBUDGETING
PROJECTPLAN
COSTESTIMATING
SCHEDULEDEVELOPMENT
Diharapkandiperoleh ProjectPlan yang palingoptimal, ditinjaudari segi waktu,mutu dan biaya
Berdasarkan TimeSchedule rencanadan Estimasi Biaya
Pelaksanaan disusunRencana BiayaPelaksanaan (RAP)yang paling optimal
Berdasarkan WBS,logika ketergan-tungan dan durasidisusun TimeSchedule rencana
Berdasarkan lingkuppekerjaan dansumber daya dihitungestimasi biayapelaksanaan
PLANNING PROCESSES
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PLANNING PROCESSES
QUALITYPLANNING
Perencanaan mutu proyek, sesuai dengan spesifikasi dansistem QA/QC, misalnya Project Quality Plan
COMMUNICATIONPLANNING
RISKIDENTIFICATION
RISKQUANTIFICATION
RISK RESPONSEDEVELOPMENT
ORGANIZATIONALPLANNING
PROCUREMENT
PLANNING
STAFFACQUISITION
SOLICITATION
PLANNING
Perencanaan sistem komunikasi, baik intern maupun ekstern,misalnya mekanisme pelaporan progress proyek. dsb
Identifikasi Resiko Perhitungan Resiko PengembanganRespon atas Resiko
RencanaStruktur
Organisasi
PerencanaanPengadaan
Bahan
PenerimaanPenambahantenaga SDM
PerencanaanPengumpulan
Rekanan
CORE Processes
FACILITATING Processes
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Activity 1: Negotiate Scope
Scope defines the boundaries of a projectWhat part ofthe business is to be studied, analyzed, designed,constructed, implemented, and ultimately improved?
Product
Quality
Time Cost
Resources
A statement of work is a narrative description of the workto be performed as part of a project. Common synonymsinclude scope statement, project definition, projectoverview, and document of understanding.
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Statement of Work
I. PurposeII. Background
A. Problem, opportunity, or directive statementB. History leading to project requestC. Project goal and objectivesD. Product description
III. Scope(notice the use of your information system building blocks)A. Stakeholders
B. DataC. ProcessesD. Locations
IV. Project ApproachA. RouteB. Deliverables
V. Managerial Approach
A. Team building considerationsB. Manager and experienceC. Training requirementsD. Meeting schedulesE. Reporting methods and frequencyF. Conflict managementG. Scope management (continued)
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Statement of Work (concluded)VI. Constraints
A. Start date
B. DeadlinesC. BudgetD. Technology
VII. Ballpark EstimatesA. ScheduleB. Budget
VIII. Conditions of SatisfactionA. Success criteriaB. AssumptionsC. Risks
IX. Appendices
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Activity 2: Identify Tasks
A work breakdown structure (WBS) is ahierarchical decomposition of the project intophases, activities, and tasks.
Milestones are events that signify theaccomplishment or completion of majordeliverables during a project.
W k B kd S
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Work Breakdown Structures
1 Phase 1 of the project
2 Phase 2 of the project
2.1 Activity 1 of Phase 2
2.2 Activity 2 of Phase 2
2.2.1Task 1 of Activity2.2 in Phase 2
2.2.2Task 2 of Activity2.2 in Phase 2
2.2.3Task 3 of Activity2.2 in Phase 2
2.3 Activity 3 of Phase 2
3 Phase 3 of the project =
PROJECTGOAL
0
PHASE2
PHASE3
PHASE1
ACTIVITY2.2
ACTIVITY2.1
ACTIVITY2.3
TASK2.2.2
TASK2.2.1
TASK2.2.3
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Activity 3: Estimate Task Durations
1. Estimate the minimum amount of time it
would take to perform the task. We'll call thisthe optimistic duration (OD).
2. Estimate the maximum amount of time itwould take to perform the task. We'll call this
the pessimistic duration (PD).3. Estimate the expected duration (ED) that will
be needed to perform the task.
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Activity 4: Specify Intertask Dependencies
Finish-to-start (FS)The finish of one task triggersthe start of another task.
Start-to-start (SS)The start of one task triggers
the start of another task.Finish-to-finish (FF)Two tasks must finish at the
same time.
Start-to-finish (SF)The start of one task signifies
the finish of another task.
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Entering Intertask Dependencies
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Scheduling Strategies
Forward scheduling establishes a project start date andthen schedules forward from that date. Based on theplanned duration of required tasks, theirinterdependencies, and the allocation of resources tocomplete those tasks, a projected project completion date
is calculated.
Reverse scheduling establishes a project deadline andthen schedules backward from that date. Essentially,
tasks, their duration, interdependencies, and resourcesmust be considered to ensure that the project can becompleted by the deadline.
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A Project Calendar
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Activity 5: Assign Resources
Peopleinclusive of all the system owners, users,
analysts, designers, builders, external agents, and clericalhelp that will be involved in the project in any way, shape,or form.
Servicesa service such as a quality review that may be
charged on a per use basis. Facilities and equipmentincluding all rooms and
technology that will be needed to complete the project.
Supplies and materialseverything from pencils, paper,
notebooks, toner cartridges, etc. MoneyA translation of all of the above into the language
of accountingbudgeted dollars!
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Defining Project Resources
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Assigning Project Resources
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Resource Leveling
Resource leveling is a strategy used to correctresource overallocations by some combination ofdelayingor splitting tasks.
There are two techniques for resource leveling:
task delaying
task splitting
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Task Splitting and Delaying
The critical path for a project is that sequence of
dependent tasks that have the largest sum of most likelydurations. The critical path determines the earliest possiblecompletion date of the project.
Tasks that are on the critical path cannot be delayed
without delaying the entire project schedule. To achieveresource leveling, critical tasks can only be split.
The slack time available for any noncritical task is theamount of delay that can be tolerated between the starting
time and completion time of a task without causing a delayin the completion date of the entire project.
Tasks that have slack time can be delayed to achieveresource leveling
A ti it 6 Di t th T Eff t
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Activity 6: Direct the Team Effort
Supervision resources
The DEADLINE A Novel AboutProject Management
The One Minute Manager
The Care and Feeding of Monkeys
Stages of Team Maturity(see figure to the right)
Establish structure and rules Clarify team member relationships Identify responsibilities Develop a plan to achieve goals
ORIENTATION STAGE
Resolve interpersonal conflict Further clarify rules and goals Develop a participative climate
INTERNAL PROBLEM-SOLVING STAGE
Direct team activity toward goals Provide and get feedback Share ideasgrowing cohesion Individuals feel good about each other
GROWTH AND PRODUCTIVITY STAGE
More feedback and evaluation Adherence to team norms Roles of team strengthened
Strong team motivation to share goals
EVALUATION AND CONTROL STAGE
FORMING
STORMING
NORMING
PERFORMING
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Activity 7: Monitor and Control Progress
Progress reporting
Change management
Expectations management
Schedule adjustmentscritical path analysis(CPA)
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Progress on a Gantt Chart
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Expectations Management
An expectations management matrix is a rule-driventool for helping management understand the dynamicsand impact of changing project parameters such as cost,schedule, scope, and quality.
PRIORITIES MEASURES OF SUCCESS
Max or Min Constrain Accept
Cost
Schedule
Scope and/or Quality
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Lunar Project Expectations Management
PRIORITIES MEASURES OF SUCCESS
Max or Min Constrain Accept
Cost
$20 billion (estimated) xSchedule
Dec 31, 1969 (deadline)x
Scope and/or Quality
Land a man on the moon
Get him back safely
x
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Typical, Initial Expectations for a Project
PRIORITIES MEASURES OF SUCCESS
Max or Min Constrain Accept
Cost x
Schedule x
Scope and/or Quality x
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Adjusting Expectations
PRIORITIES MEASURES OF SUCCESS
Max or Min Constrain Accept
Cost
Adjusted budget
X+
Increase
budget
Schedule
Adjusted deadline
X-
Extenddeadline
Scope and/or Quality
Adjusted scope X+Accept
expandedrequirements
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Changing Priorities
PRIORITIES MEASURES OF SUCCESS
Max or Min Constrain Accept
Cost x x
Schedule x
Scope and/or Quality x x
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Critical Path Analysis (and Slack Time)
1. Using intertask dependencies, determine every possiblepath through the project.
2. For each path, sum the durations of all tasks in the path.
3. The path with the longest total duration is the criticalpath.
The critical path for a project is that sequence ofdependent tasks that have the largest sum of mostlikely durations. The critical path determines theearliest completion date of the project.
The slack time available for any noncritical task is theamount of delay that can be tolerated between thestarting time and completion time of a task withoutcausing a delay in the completion date of the entire
project.
Critical Path
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Critical Path
The criticalpath ishighlightedin red
TASKC
Fri 2/9/01 2 daysFri 2/9/01 0 days
TASKD
Tue 2/20/01 7 daysTue 2/20/01 0 days
TASKI
Tue 2/27/01 5 daysTue 2/27/01 0 days
TASKE
Mon 2/19/01 6 daysTue 2/20/01 1 day
TASKB
Wed 2/7/01 2 daysWed 2/7/01 0 days
TASKA
Mon 2/5/01 3 daysMon 2/5/01 0 days
TASKH
Thu 2/15/01 1 dayTue 2/20/01 3 days
TASKF
Wed 2/14/01 3 daysFri 2/16/01 2 days
TASKG
Fri 2/16/01 2 daysTue 2/20/01 2 days
Duration
Slack Time
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