project management (mms) 2010

8/3/2019 Project Management (MMS) 2010

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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


2.2.1Task 1 of Activity2.2 in 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



Cost

$20 billion (estimated) xSchedule

Dec 31, 1969 (deadline)x


Land a man on the moon

Get him back safely

x


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Typical, Initial Expectations for a Project



Cost x

Schedule x

Scope and/or Quality x


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Adjusting Expectations



Cost

Adjusted budget

X+

Increase

budget

Schedule

Adjusted deadline

X-

Extenddeadline


Adjusted scope X+Accept

expandedrequirements


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Changing Priorities



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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Thank You 0816 421 7885

project management (mms) 2010

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