MANAJEMEN PROYEK PERANGKAT LUNAK

1. MANAJEMEN PROYEKPERANGKAT LUNAK Program PendidikanVokasi UniversitasBrawijaya Tahun 2011

2. Pertemuan5 PerencanaanProyek : • Preliminary Project Plan • Work Breakdown Structure • Network Diagram (PDM)

3. PerencanaanProyek • Ada setidaknya 12 langkah yang harusdilakukan : • Menentukantujuandancakupan • Memilih model siklushiduppengembangansistem • Menentukanbentukorganisasidantim • Melaksanakanpemilihantim • Memastikanresiko yang mungkinterjadi • Membuat WBS • Identifikasitugas/kerja • Estimasiukuranproyek • Estimasiusaha • Identifikasiketergantunganantarpekerjaan • Menempatkansumberdaya • Jadwalkerja

4. Preliminary Project Plan • Perencanaanawalproyekdapatdibuatdengansyarat : • Cakupanproyektelahdidefinisikan • Model proses pengembangantelahditentukan, berdasarkanpada : • Pelanggan yang memesanprodukdantim yang akanmelaksanakanproyektersebut • Karakteristikdariproduk • Lingkunganproyekdimanatimakanbekerja

5. Preliminary Project Plan • PerencanaanAwalProyeksetidaknyamencakup : • Lingkupproyek yang telahditentukan • Manfaat yang diharapkan berdasarkansasaranproyek • Rencanaawalpenjadwalanproyek • Rencanaawalbiayaproyek • Rencanaawalkebutuhan SDM • Rencanaawalpenangananresiko • Rencanaawal asumsi2 proyek

6. Preliminary Project Plan • Apabilaperencanaanawalproyektelahdibuatmakadekomposisi proses dapatdilakukan • Dekomposisi proses dilakukandenganmembuat Work Breakdown Structure

7. Membagipekerjaan • Perlumelakukandekomposisi pekerjaan2 dalamproyekkedalam bagian2/komponen yang lebihkecil yang mudahdikelola • Semuaproyekmembutuhkanlangkahini • Divide & Conquer • 2 sebabutamakegagalanproyek : • Melupakansesuatu yang kritis • Secarakasaranmembuatestimasimenjadi target • DibuatdenganmemperhatikanPernyataanCakupan, prosedurorganisasi, danrencanamanajemenlainnya

8. ElemenProyek • Sebuahproyekterdiridarifungsi, aktifitasdantugas/kerja

9. Work Breakdown Structure • Daftarterstruktur (hierarki) dariaktivitaspekerjaanproyek • Ada 2 format : • Outline/tabular • Diagram struktur • Menggunakansistempenomoran • Misal : 1.2.1 • 0 biasanyaadalah top level • Ada 2 jenis : • Berdasarkan proses • Berdasarkanproduk • Tidakmenunjukkanketergantunganantarpekerjaan

10. WBS • Contract WBS (CWBS) • First, 2 or 3 levels • High-level tracking • Project WBS (PWBS) • Defined by PM and team members • Tasks tied to deliverables • Lowest level tracking

11. Struktur WBS Lengkap • Up to six levels (3-6 usually) such as • Upper 3 can be used by customer for reporting • Different level can be applied to different uses • Ex: Level 1: authorizations; 2: budgets; 3: schedules

12. WBS Chart Example

13. WBS Outline Example 0.0 Retail Web Site 1.0 Project Management 2.0 Requirements Gathering 3.0 Analysis & Design 4.0 Site Software Development 4.1 HTML Design and Creation 4.2 Backend Software 4.2.1 Database Implementation 4.2.2 Middleware Development 4.2.3 Security Subsystems 4.2.4 Catalog Engine 4.2.5 Transaction Processing 4.3 Graphics and Interface 4.4 Content Creation 5.0 Testing and Production

14. WBS Types • Process WBS • a.k.a Activity-oriented • Ex: Requirements, Analysis, Design, Testing • Typically used by PM • Product WBS • a.k.a. Entity-oriented • Ex: Financial engine, Interface system, DB • Typically used by engineering manager • Hybrid WBS: both above • This is not unusual • Ex: Lifecycle phases at high level with component or feature-specifics within phases • Rationale: processes produce products

15. Product WBS

16. Process WBS

17. WBS Types • Less frequently used alternatives • Organizational WBS • Research, Product Design, Engineering, Operations • Can be useful for highly cross-functional projects • Geographical WBS • Can be useful with distributed teams • NYC team, San Jose team, Off-shore team

18. Work Packages • Generic term for discrete tasks with definable end results • Typically the “leaves” on the tree • The “one-to-two” rule • Often at: 1 or 2 persons for 1 or 2 weeks • Basis for monitoring and reporting progress • Can be tied to budget items (charge numbers) • Resources (personnel) assigned • Ideally shorter rather than longer • Longer makes in-progress estimates needed • These are more subjective than “done” • 2-3 weeks maximum for software projects • 1 day minimum (occasionally a half day) • Not so small as to micro-manage

19. WBS • List of Activities, not Things • List of items can come from many sources • SOW (Statement of Work), Proposal, brainstorming, stakeholders, team • Describe activities using “bullet language” • Meaningful but terse labels • All WBS paths do not have to go to the same level • Do not plan more detail than you can manage

20. WBS & Methodology • PM must map activities to chosen lifecycle • Each lifecycle has different sets of activities • Integral process activities occur for all • Planning, configuration, testing • Operations and maintenance phases are not normally in plan (considered post-project) • Some models are “straightened” for WBS • Spiral and other iterative models • Linear sequence several times • Deliverables of tasks vary by methodology

21. WBS Techniques • Top-Down • Bottom-Up • Analogy • Rolling Wave • 1st pass: go 1-3 levels deep • Gather more requirements or data • Add more detail later • Post-its on a wall

22. WBS Techniques • Top-down • Start at highest level • Systematically develop increasing level of detail • Best if • The problem is well understood • Technology and methodology are not new • This is similar to an earlier project or problem • But is also applied in majority of situations

23. WBS Techniques • Bottom-up • Start at lowest level tasks • Aggregate into summaries and higher levels • Disadvantages • Time consuming • Needs more requirements complete • Advantage • Detailed

24. WBS Techniques • Analogy • Base WBS upon that of a “similar” project • Use a template • Analogy also can be estimation basis • Advantages • Based on past actual experience • Disadvantages • Needs comparable project

25. WBS Techniques • Brainstorming • Generate all activities you can think of that need to be done • Group them into categories • Both Top-down and Brainstorming can be used on the same WBS • Remember to get the people who will be doing the work involved

26. WBS – Basis of Many Things • Network scheduling • Costing • Risk analysis • Organizational structure • Control • Measurement

27. WBS General Guidelines • One task only occur in one place • All of works must be divided up • One work packages only has one PIC • Must be implemented consistently • Project team must be involved • Every task clearly documented • Flexible to accommodate change

28. WBS Guidelines Part 1 • Should be easy to understand • Some companies have corporate standards for these schemes • Some top-level items, like Project Mgmt. are in WBS for each project • Others vary by project • What often hurts most is what’s missing • Break down until you can generate accurate time & cost estimates • Ensure each element corresponds to a deliverable

29. WBS Guidelines Part 2 • How detailed should it be? • Not as detailed as the final plan • Each level should have no more than 7 items • It can evolve over time • What tool should you use? • Excel, Word, Project • Org chart diagramming tool (Visio, etc) • Specialized commercial apps • Re-use a “template” if you have one

30. DISKUSI TUGAS • Buatlah WBS untukproyekanda • SederhanakanWBS andauntukmemudahkanpenyusunananggaran

31. Pertemuan5 PERENCANAAN MANAJEMEN WAKTU PROYEK

32. BAHASAN • Manajemenwaktu • Mendefinisikankegiatan • Mengurutkankegiatan • Estimasisumberdaya • Estimasidurasi • Menyusunjadwal

33. MANAJEMEN WAKTU PROYEK • Menjaminproyekselesaitepatwaktu • Proyek yang tidakselesaitepatwaktumendapatpenaltidaripemberikerja MANAJEMEN PROYEK P/L - IF015 - 3 SKS

34. PROSES-PROSES DALAM MANAJEMEN WAKTU PROYEK Mendefinisikan kegiatan KELOMPOK PROSES PERENCANAAN KELOMPOK PROSES PENGAWASAN Mengurutkan kegiatan Mengestimasi sumberdaya kegiatan Mengestimasi durasi kegiatan Menyusun jadwal Mengendalikan jadwal

35. PROSES 1: MENDEFINISIKAN KEGIATAN • Deskripsi: Mengidentifikasi kegiatan-kegiatan tertentu yang diperlukan untuk menghasilkan berbagai serahan (deliverables) proyek sesuai persyaratan

36. Masukan MENDEFINISIKAN KEGIATAN • Ketersediaanpendukung • Kebijakan; prosedur; pedoman yang berlaku • Pernyataancakupanproyek • W.B.S danpenjelasannya • Rencanamanajemenproyek

37. Piranti & Teknik MENDEFINISIKAN KEGIATAN • Menerapkandekomposisi • Menggunakantemplate bekasproyek lain

38. HasilMENDEFINISIKAN KEGIATAN • Daftarkegiatan • Atributkegiatan,seperti: • Daftarmilestone • identitas, • deskripsi, • kendala, • asumsi • prasyarat, • kegiatanselanjutnya, • hubunganlogikal, • leads & lags, • kebutuhansumberdaya, • dll

39. PROSES 2: MENGURUTKAN KEGIATAN Mengidentifikasidanmendokumentasikanhubunganantarkegiatanproyek. Ketergantunganterjadikarena : • Alami / mandatori. Misal: pemrogramandilakukansetelahrancanganjadi • Ditetapkanolehtimproyek. Misal: perancangandilakukansetelahhasilanalisisdisetujui steering committee untukmencegahrugi • Ketergantunganpadapihakluar. Misal:instalasisetelahpenerimaanbarang

40. MasukanMENGURUTKAN KEGIATAN • Pernyataancakupanproyek • Daftarkegiatandenganatributnya • Daftar milestone

41. Piranti & TeknikMENGURUTKAN KEGIATAN • PDM (precedence diagramming method) • ADM (arrow diagramming method) • Penentuansifatketergantungan • Menerapkanlead (kegiatandimulaisebelumprasyaratselesai) danlag (kegiatanharusmenunggubeberapawaktusetelahprasyaratnyaselesai)

42. A B A B A B A B P D M • Kegiatan digambarkan dengan kotak, • Panahantarkotak mewakiliketergantungan • Finish-to-start A selesai, baru B dimulai, • Finish-to-finish A selesai, baru B bisaselesai • Start-to-start A mulai, baru B bolehdimulai • Start-to-finish A mulai, baru B bolehselesai • Umumnyadipakaikebutuhan finish to start

43. ES EF Nama keg d LF LS P D M d = durasikegiatan ES = earliest start time = waktuterawalkegiatandapatdimulai EF = earliest finish = waktuterawalkegiatandapatdiselesaikan LS = latest start = bataswaktu paling lambatkegiatandimulaitanpaberakibatterlambatnyaproyekselesai LF = latest finish = bataswaktu paling lambatkegiatanselesaitanpaberakibatterlambatnyaproyekselesai MANAJEMEN PROYEK P/L - IF015 - 3 SKS

44. Namakegiatan n1 n2 d n1 n2 A D MARROW DIAGRAMMING METHOD Disebut juga AOA = activities on arrow, kegiatan digambarkan dengan anak panah n1 dan n2 adalahnomorsimpul (node); n1 < n2 d = durasikegiatan Kegiatansemu (bukankegiatan yang sebenarnya) digambarkanuntukkeperluanmenunjukkanprasyarat; durasinya = 0

45. ADM 4 C D 0 9 5 5 7 F 2 2 A 8 E 6 B 1 3 20 4 • Lintasan (jalur) kritis: A E • Masaproyek = 8 + 20 = 28 • Lintasan A C D F maupun B E tidakkritiskarenawaktunyakurangdari 28

46. SOAL Diketahuiproyekdengankegiatansepertipadatabel. Buatlah : • Gantt chart • Diagram jaringan dg ADM • Diagram jaringan dg PDM • Tentukanlintasankritisnya • Berapawaktutersingkatuntukmelaksanakanproyek?

47. Gantt chart 0 5 10 15 20 25

48. Diagram jaringandengan ADM C 2 5 6 A E 7 3 1 6 B F 10 5 D 3 4 8

49. 0 3 3 9 18 25 A 3 C 6 E 7 12 18 25 9 12 18 0 10 10 18 18 23 B 10 D 8 F 5 10 18 25 0 10 20 Diagram jaringandengan PDM Tinjauanberbagailintasan: ACE= 3+6+7= 16 BDE= 10+8+7= 25 BDF= 10+8+5= 23 Lintasankritis = B D E (lintasanterlama) Proyek paling cepatselesaidalam 10+8+7 = 25 minggu

50. PROSES 3: MENGESTIMASI SUMBERDAYA KEGIATAN Sumberdayaproyek: • personil • peralatan • material (langsung & taklangsung) Perluestimasikuantitasuntukmenyusun & mengontrolanggaranbiaya