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Project Planning

Project Planning. Management Processes. Planning Organizing Actuating Controlling. Planning Cycle. OK. Evaluation. Planning. Actuating. Feedback. Benefit of Planning. Reduce Uncertainty Key to success Increase effectiveness and efficiency Starting point for controlling.

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Project Planning

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  1. Project Planning dwighy@yahoo.com

  2. Management Processes Planning Organizing Actuating Controlling dwighy@yahoo.com

  3. Planning Cycle OK Evaluation Planning Actuating Feedback dwighy@yahoo.com

  4. Benefit of Planning • Reduce Uncertainty • Key to success • Increase effectiveness and efficiency • Starting point for controlling dwighy@yahoo.com

  5. Type of Planning Type Scope Mgt.Level Bus.Environmet Strategic Corpr/Bus Top Uncertain Tactical FunctionalMiddle Probabilistic ActionOpr’tional Opr’tional Deterministic dwighy@yahoo.com

  6. Strategic Linkages Corporate Strategy Business Strategy Functional Strategy Operation/Production Management dwighy@yahoo.com

  7. Management Level Corporate/Business Top Middle Business/Functional Operational Operational dwighy@yahoo.com

  8. Attention of Organizational Level Org. Level Mgt Level Performance Org. Focus Mgt. Attn Corporate Top Return Gov.Structue Fiscal Business Middle Market Share Process Market Cust.Satisfactn Operation Operational Efficiency Work Process Productivity dwighy@yahoo.com

  9. Time Frame Operational Functional Business Corporate dwighy@yahoo.com

  10. Corporate Strategy • Scope : Corporate/ Enterprise • Objectives : Growth • Performance : ROI/RONA/ROE….. • Formulation : • Penetration • Market Development • Product Development • Diversification dwighy@yahoo.com

  11. Ansoff Strategy Product EXISTING NEW Ma r ke t NEW EXISTING MARKT. DEV DIVERSIVICATION PENETRATION PROD. DEV dwighy@yahoo.com

  12. Business Strategy • Scope : SBU • Objective : Competitiveness • Performance : Market Share • Formulation: • Cost Leadership • Differentiation • Focus dwighy@yahoo.com

  13. Functional Strategy • Scope : Business Function • Objective : Competitive Priority • Performance : • Target • Cost dwighy@yahoo.com

  14. Operation Strategy • Scope : Production/operation • Objective : Competitive Priority • Performance : • Quality • Cost • Delivery • Flexibility • Safety dwighy@yahoo.com

  15. Example of Operation Objective QUALITY TAHUN 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 dwighy@yahoo.com

  16. Example of Operation Objective DELIVERY TAHUN INI 5 TAHUN YAD KOMPETITOR Fill Rate 90% 95% 95% Lead Time (minggu ) 3 1 1 FLEXIBILITY Waktu untuk 10 bulan 6 bulan 8 bulan mengenalkan produk baru Waktu perubahan kapasitas 3 bulan 3 bulan 3 bulan dwighy@yahoo.com

  17. Operational Management • Scope : Production/Operation • Objective : Efficiency • Performance: • Quality • Cost • Delivery • Flexibility • Safety dwighy@yahoo.com

  18. Basic Concept of Planning Description of activities to achieve the setting objective Objective Activity A Activity B….Activity N dwighy@yahoo.com

  19. Objective Realistic Measurable Time frame Challenging dwighy@yahoo.com

  20. Activity • Realistic • Complete and Exhaustive • Need Resources (Time, Man, Machine, Material Money) Basic Activity Non Basic dwighy@yahoo.com

  21. Out Put Activity Schedule Budget PIC A 500.000 X B C D E 100.000 y . . N 250.000 Z dwighy@yahoo.com

  22. Project Scheduling Jadwal Induk Jadwal Rinci ( Master Schedule) (Working Schedule) Managerial Operational dwighy@yahoo.com

  23. Good Schedule • Easy to understand • Detail • Non conflicting • Reliable • Concordance with available resources • Identify critical activity and path dwighy@yahoo.com

  24. 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 dwighy@yahoo.com

  25. 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) dwighy@yahoo.com

  26. 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. dwighy@yahoo.com

  27. Project Breakdown Structure The structure of hierarchical physical components starting from total project to basic elements X Level 0 Level 1 A B C B1 B2 Level 2 Level n dwighy@yahoo.com

  28. 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. dwighy@yahoo.com

  29. Project Breakdown Structure The structure of hierarchical components starting from total project to basic elements X Level 0 Level 1 S A B C S1 B1 B2 Level 2 E1 Level n dwighy@yahoo.com

  30. 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. dwighy@yahoo.com

  31. CPM Method Sistem Notasi : • Arrow System • Node System Arrow System: • Activity : • Dummy Activity: • Event: dwighy@yahoo.com

  32. Rule of Network Diagram 1. Suatu Asktivitas hanya dapat dimulai apabila aktivitas yang mendahuluinya ( predecessor) telah selesai 2. Diantara 2 event yang sama hanya boleh digambarkan sebuah anak panah 3. Hanya ada satu initial event dan sebuah terminal event 4. Panjang pendek anak panah tidak memiliki arti 5. Penomoran dari kecil kebesar dwighy@yahoo.com

  33. Critical path • Notation • ES: Earliest Starting time • EC: Earliest Completion time • LS: Latest Starting time • t : Activity duration dwighy@yahoo.com

  34. 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 dwighy@yahoo.com

  35. Rule 3 • EC of activity i is the activity’s ES plus its estimated time, ti EC(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) dwighy@yahoo.com

  36. Rule 5 • Unless the LC of a project is explicitly • specified, it is set equql to the EC of the project. • This is called the Zero project slack convention • LC ( Project)= EC(Project) • Rule 6 • If a desired deadline, Tp is specified for • aproject, then • LC ( Project = Tp dwighy@yahoo.com

  37. Rule 7 • LC 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 8 • LS for activity j is LC minus activity time: • LS(j)=LC(j)-ti dwighy@yahoo.com

  38. Example Aktivity Time Predecessor A 6 - B 3 A C 6 A D 6 B, C E 3 D F 3 F dwighy@yahoo.com

  39. Network Diagram E(3) D(6) F(3) A(6) B(3) 1 2 4 5 6 7 C(6) 3 dwighy@yahoo.com

  40. Forward Pass E(3) D(6) F(3) 6 A(6) B(3) 9 6 18 12 21 1 2 4 5 6 7 24 0 0 18 21 24 6 C(6) 12 3 12 12 dwighy@yahoo.com

  41. Forward Pass E(3) D(6) F(3) A(6) 9 B(3) 12 1 2 4 5 6 7 24 0 0 6 12 18 18 21 21 24 6 12 C(6) 3 12 12 dwighy@yahoo.com

  42. Critical Path • Path with least slack in the network diagram • The longest path in the network diagram dwighy@yahoo.com

  43. Slack • Total Slack (TS) • Amount of time an activity may be delayed from its ES without delaying the EC of the project TS(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 predecessor FS(j)= Min{ES(i)}-EC(j) dwighy@yahoo.com

  44. Critical Path E(3) D(6) F(3) A(6) 9 B(3) 12 1 2 4 5 6 7 24 0 0 12 6 18 18 21 21 24 6 12 C(6) 3 12 12 dwighy@yahoo.com

  45. Schedule ActivitiesSchedule 3 6 9 12 15 18 21 24 A B C D E F dwighy@yahoo.com

  46. S Curve ActivitiesSchedule Budget 3 6 9 12 15 18 21 24 (Juta Rp) A 5 5 10 B 20 20 C 9 918 D 6 612 E 25 25 F 15 15 Rp Penyerapan 5 5 29 9 6 6 25 15 % Penyerapan 5 5 29 9 6 6 25 15 % Kumulatif 5 10 39 48 54 60 85 100 dwighy@yahoo.com

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