Operations Management Project Management Chapter 3 3 1

Operations Management Project Management Chapter 3 3 -1

Karakteristik Proyek ¨ Berdiri sendiri ¨ Berhubungan dengan beberapa kegiatan ¨ Sulit perencanaan produksi dan pengendalian persediaan ¨ Ketrampilan kerja pada tingkat ahli 3 -2

Contoh ¨ Konstruksi Bangunan © 1995 Corel Corp. 3 -3

Contoh ¨ Proyek Penelitian 3 -4 © 1995 Corel Corp.

Manajemen proyek meliputi tiga fase : ¨ Perencanaan – penentuan sasaran, pendefinisian proyek, pengorganisasian tim ¨ Penjadwalan – menghubungkan orang, uang, dan bahan untuk aktivitas khusus dan menghubungkan setiap aktivitas satu dengan aktivitas lain. ¨ Pengendalian – mengawasi sumber daya, biaya, kualitas dan anggaran. Juga merevisi atau mengubah 3 -5 rencana dan menggeser atau

Kegiatan Manajemen Proyek Perencanaan l sasaran l Sumber daya l Jadwal WBS l Pengorganis asian Penjadwalan l Kegiatan Proyek l Waktu mulai dan waktu selesai l Jaringan kerja Penngendalian l Me-Monitor, membandingkan, revise, action 3 -6

Organisasi proyek akan bekerja baik apabila : ¨ Pekerjaan dapat didefinisikan dengan sasaran dan jangka waktu spesifik ¨ Pekerjaan tersebut unik atau tidak begitu biasa dalam organisasi yang ada ¨ Pekerjaan mengandung tugas-tugas kompleks dan saling berhubungan yang membutuhkan ketrampilan khusus 3 -7 ¨ Proyek bersifat sementara tetapi

Perencanaan, Penjadwalan dan pengendalian Proyek Perencanaan Proyek 1. Merancang sasaran 2. Mendefinisikan proyek 3. Pengorganisasian tim Estimasi waktu dan biaya penganggaran Rekayasa diagram Bagan arus kas Ketersediaan bahan secara rinci Penjadwalan proyek : 1. Mengikat sumber daya untuk kegiatan 2. Menghubungkan kegiatan 3. Memperbaharui & memperbaiki Pengendalian proyek 1. memantau resources, costs, quality, and budgets 2. Merevisi dan merubah perencanaan 3. Merubah sumber daya Before Project During Project 3 -8 CPM/PERT Gantt charts Milestone charts Jadwal arus kas laporan • anggaran • kegiatan tertunda • slack activities

Perencanaan , Penjadwalan dan Pengendalian Proyek 3 -9

Perencanaan Proyek ¨ Menetapkan tujuan ¨ Mendefinisikan proyek ¨ Membuat struktur kerja rincian ¨ Menentukan sumber daya ¨ Pembentukan organisasi 3 -10 © 1995 Corel Corp.

Organisasi Proyek ¨ Seringkali struktur sementara ¨ Menggunakan spesialis dari seluruh perusahaan ¨ Dipimpin oleh manajer proyek ¨ Koordinat kegiatan ¨ Monitor jadwal & biaya ¨ Struktur permanen Disebut rganisasi matriks Eng. Acct. Mkt. Mgr. © 1995 Corel Corp. 3 -11 Eng.

Contoh Organisasi Proyek President Sales Finance Project 1 Project Manager Project 2 Human Resources Engineering Quality Control Production Physiologist Propulsion Engineer Test Engineer Technician Psychologist Structural Engineer Inspection Technician Project Manager 3 -12

Contoh Organisasi Proyek President Human Resources Sales Project 1 Project 2 Finance Engineering Quality Control Production Propulsion Engineer Test Engineer Technician Structural Engineer Inspection Technician Project Manager 3 -13

Organisasi Matrik Mkt Project 1 Project 2 Project 3 Project 4 Oper 3 -14 Eng Fin

Peran Manajer Proyek Project Plan and Schedule Revisions and Updates Project Manager Information regarding times, costs, problems, delays Performance Reports Project Team Feedback Loop Top Management Resources 3 -15

Work Breakdown Structure / Struktur Penguraian Kerja ¨ 1. Proyek ¨ 2. Tugas 2 utama pada proyek ¨ 3. subtugas 2 pada tugas utama ¨ 4. aktivitas (paket kerja) yg harus diselesaikan 3 -16

Penjadwalan Proyek © 1995 Corel Corp. PERT ¨ Menunjukkan hubungan ¨ Menentukan waktu kegiatan dan biaya ¨ Memperkirakan kebutuhan bahan dan pekerja ¨ Menentukan kegiatan kritis J J nth F Mo M A M J ign Des Build t Tes Acti vity 3 -17

Teknik Manajemen Proyek ¨ Diagram Gantt / Gantt chart ¨ Critical Path Method (CPM) ¨ Program Evaluation & Review Technique (PERT) © 1984 -1994 T/Maker Co. 3 -18

Gantt Chart Activity Time Period J F M Design Build Test 3 -19 A M J J

Service Activities for A Delta Jet During a 60 Minute Layover 3 -20

PERT and CPM ¨ Teknik jaringan kerja ¨ Dikembangkan pada tahun 1950 an ¨ CPM by Du. Pont for chemical plants (1957) ¨ PERT by Booz, Allen & Hamilton with the U. S. Navy, for Polaris missile (1958) ¨ Membantu para manajer melakukan penjadwalan, pemantauan serta pengendalian proyek besar dan kompleks 3 -21

Langkah dasar PERT & CPM © Menetapkan proyek dan menyiapkan struktur penguraian kerja, © Membangun hubungan atr kegiatan, memutuskan kegiatan yang harus dilakukan dahulu dan kegiatan mana yang mengikuti kegiatan yng lain © Menggambarkan jaringan yang menghubungkan keseluruhan kegiatan © Menetapkan perkiraan waktu dan atau biaya untuk setiap kegiatan © Menghitung jalur kritis © Menggunakan jaringan untuk membantu perencanaan, penjadwalan dan 3 -22 pengendalian proyek

Perbandingan Pemakaian AON dan AOA 3 -23

Milwaukee General Hospital’s Activities and Predecessors Activity Description Immediate Predecessor s A Membangun komponen internal - B Memodifikasi atap dan lantai - C Membangun tumpukan pengumpul A D beton & memasang rangka A, B E Membangun pembakar high temp C F Memasang sistem 3 -24 kendali polusi C

AON Network for Milwaukee General Hospital F A C E Start B D H G 3 -25 ws o r r A show nce e d e c pre onship ti a l e r s

AOA Network (With Dummy Activities) for Milwaukee General B M ro od of if /flo y or Dum my Activit y 4 In st E Build burner 1 Bu co ild A m in po te ne rna nt l s 2 C Construct stack D 3 Pour concrete/5 Install frame 3 -26 al F lc on tro ls 6 n o i t G lu ce l vi o p de l l ta trol s In on c H Inspect/Te st 7

Analisis Jalur Kritis ¨ Meberikan informasi kegiatan ¨ Earliest (ES) & latest (LS) start ¨ Earliest (EF) & latest (LF) finish ¨ Slack (S): Allowable delay ¨ Identifies critical path ¨ Longest path in network ¨ Shortest time project can be completed ¨ Any delay on critical path activities delays project ¨ Critical path activities have 0 slack 3 -27

MENENTUKAN PENJADWALAN PROYEK MULAI TERDAHULU (EARLIEST STARTES) = waktu terdahulu suatu kegiatan dapat dimulai, dengan asumsi semua pendahulu sudah selesai. SELESAI TERDAHULU (EARLIEST FINISH-EF) =waktu terdahulu suatu kegiatan dapat selesai.

Kita menggunakan proses two-pass, terdiri atas forward pass dan backward pass, untuk menentukan jadwal waktu untuk tiap kegiatan. ES dan EF ditentukan selama forward pass. LS dan LF ditentukan selama backward pass. MULAI TERAKHIR (LATEST START-LS) = waktu terakhir suatu kegiatan dapat dimulai sehingga tidak menunda waktu penyelesaian keseluruhan proyek. SELESAI TERAKHIR (LATEST FINISHLF) = waktu terakhir suatu kegiatan dapat selesai sehingga tidak menunda waktu penyelesaian keseluruhan proyek.

Aturan Waktu Mulai Terdahulu B Sebelum suatu kegiatan dapat dimulai, semua pendahulu langsungnya harus diselesainkan. B Jika suatu kegiatan hanya mempunyai satu pendahulu langsung, ES-nya sama dengan EF dari pendahulunya. B Jika suatu kegiatan mempunyai beberapa pendahulu langsung, ES-nya adalah nilai maksimum dari semua EF pendahulunya, yaitu ES = Max (semua pendahulu langsung)

Aturan Selesai Terdahulu Waktu selesai terdahulu (EF) dari suatu kegiatan adalah jumlah dari waktu mulai terdahulu (ES) dan waktu kegiatannya, yaitu EF = ES + waktu kegiatan

BACKWARD PASS Aturan Waktu Selesai Terakhir. ¯Jika suatu kegiatan adalah pendahulu bagi hanya satu kegiatan. LF nya sama dengan LS dari kegiatan yang secara langsung mengikutinya. ¯Jika suatu kegiatan adalah pendahulu langsung bagi lebih dari satu kegiatan, maka LF adalah minimum dari seluruh nilai LS dari kegiatan-kegiatan yang secara langsung mengikutinya, yaitu :

Aturan Waktu Selesai Terakhir LF = Min (LS dari seluruh kegiatan yang langsung mengikutinya) Aturan Waktu Mulai Terakhir Waktu mulai terakhir (LS) dari suatu kegiatan adalah perbedaan antar waktu selesai terakhir (LF) dan waktu kegiatannya : LS = LF – Waktu kegiatan

Menghitung Waktu Slack (slack time) dan Mengidentifikasi Jalur Kritis Slack adalah waktu yang dimiliki oleh sebuah kegiatan untuk bisa diundur, tanpa menyebabkan keterlambatan proyek keseluruhan, Slack = LS – ES Atau Slack = LF - EF

Slack Total & Slack bebas Slack total : waktu yang terbagi diantara lebih dari satu kegiatan. Slack bebas : waktu yang berkaitan dengan kegiatan tunggal Kegiatan dengan slack = 0 disebut sebagai kegiatan kritis (critical activities) dan berada pada jalur kritis. Jalur kritis (critical path) adalah jalur tidak terputus melalui jaringan proyek yang : 1. Mulai pada kegiatan pertama proyek 2. Berhenti pada kegiatan terakhir proyek 3. Terdiri dari hanya kegitan kritis (yaitu kegiatan yang tidak mempunyai waktu slack)

Latest Start and Finish Steps Latest Start LS Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e Activity Durati on ES Activit y Name Earliest Start 3 -36 EF Earliest Finish LF Latest Finish © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Perkiraan Waktu untuk Milwaukee paper Aktivitas Deskripsi Waktu (minggu) A Membangun komponen internal 2 B Memodifikasi atap dan lantai 3 C Membangun tumpukan pengumpul 2 D Menuangkan beton & memasang rangka 4 E Membangun pembakar temperatur tinggi 4 F Memasang sistem kendali polusi 3 G Memasang alat polusi udara 5 H Pemeriksaan dan pengujian 2 Waktu total (minggu) Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -37 25 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Critical Path for Milwaukee General Hospital F A C F Start B Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e D H G 3 -38 ws o r r A show nce e d e c pre onship ti a l e r s © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

AON Network for Milwaukee General Hospital. Includes Critical Path A 0 H 2 0 A 2 2 Slack= 0 H 0 0 Start 0 0 0 Star 0 BB 3 H t 4 1 3 Slack=1 Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e C 2 H 4 2 C 4 2 Slack= 0 FF 4 H 7 10 13 3 E Slack=6 13 H 15 4 H 8 F H 8 4 13 15 4 2 Slack=0 G DD Slack=0 3 H 7 8 G 13 H 8 13 4 8 4 5 Slack=1 Slack=0 3 -39 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Jadwal & waktu longgar Milwaukee paper Kegiata n ES EF LS LF Pada LS-ES JALUR KRITIS A O 2 0 YA B 0 3 1 4 1 TIDAK C 2 4 0 YA D 3 7 4 8 1 TIDAK E 4 8 0 YA F 4 7 10 13 6 TIDAK G 8 13 0 YA H 13 15 0 YA Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -40 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Gantt Chart Earliest Start and Finish Milwaukee General Hospital 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16 A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build hightemperature burner F Install pollution control system G Install air pollution device Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations H Inspect and test Management, 7 e 3 -41 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Gantt Chart Latest Start and Finish Milwaukee General Hospital 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16 A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build hightemperature burner F Install pollution control system G Install air pollution device Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations H Inspect and test Management, 7 e 3 -42 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Gantt Chart Latest Start and Finish Build House Project Activity 1 1 2 3 4 5 6 7 8 9 0 1 2 1 -2 Fdn & frame 1 -3 Buy shrubs 2 -3 Roof 2 -4 Interior work 3 -4 Landscape Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -43 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

PERT Activity Times ¨ 3 time estimates ¨ Optimistic times (a) ¨ Most-likely time (m) ¨ Pessimistic time (b) ¨ Follow beta distribution ¨ Expected time: t = (a + 4 m + b)/6 ¨ Variance of times: v = (b - a)2/6 Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -44 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Project Times ¨ Expected project time Used to obtain probability of (T) ¨ Sum of critical path activity times, t project completion! ¨ Project variance (V) ¨ Sum of critical path activity variances, v Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -45 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

PERT Probability Example You’re a project planner for General Dynamics. A submarine project has an expected completion time of 40 weeks, with a standard deviation of 5 weeks. What is the probability of finishing the sub in 50 weeks or less? Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -46 © 1995 Corel Corp. © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Converting to Standardized Variable X - T 50 - 40 = = 2. 0 Z= s 5 Normal Distribution Standardized Normal Distribution s. Z = 1 s=5 T = 40 50 Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e mz = 0 2. 0 X 3 -47 Z © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Obtaining the Probability Standardized Normal Probability Table (Portion) Z . 00 . 01 . 02 s. Z = 1 0. 0. 50000. 50399. 50798 : : 2. 0. 97725. 97784. 97831 . 97725 2. 1. 98214. 98257. 98300 mz = 0 2. 0 Z Probabilities in body Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -48 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Variability of Completion Time for Noncritical Paths ¨ Variability of times for activities on noncritical paths must be considered when finding the probability of finishing in a specified time. ¨ Variation in noncritical activity may cause change in critical path. Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -49 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Factors to Consider when Crashing ¨ The amount by which an activity is crashed is, in fact, permissible. ¨ Taken together, the shortened activity durations will enable one to finish the project by the due date. ¨ The total cost of crashing is as small as possible. Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -50 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Steps in Project Crashing ¨ Compute the crash cost per time period. For crash costs assumed linear over time: ¨ Using current activity times, find the critical path ¨ If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost period. Note that a single activity may be common to more than one critical path ¨ Update all activity times. Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -51 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Crash and Normal Times and Costs for Activity B Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -52 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Cost-Time Curves Used in Crashing Analysis Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -53 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Advantages of PERT/CPM ¨ Especially useful when scheduling and controlling large projects. ¨ Straightforward concept and not mathematically complex. ¨ Graphical networks aid perception of relationships among project activities. ¨ Critical path & slack time analyses help pinpoint activities that need to be closely watched. ¨ Project documentation and graphics point out who is responsible for various activities. ¨ Applicable to a wide variety of projects. ¨ Useful in monitoring schedules and costs. Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -54 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458

Limitations of PERT/CPM ¨ Assumes clearly defined, independent, & stable activities ¨ Specified precedence relationships ¨ Activity times (PERT) follow beta distribution ¨ Subjective time estimates ¨ Over-emphasis on critical path Power. Point presentation to accompany Heizer/Render – Principles of Operations Management, 5 e, and Operations Management, 7 e 3 -55 © 2004 by Prentice Hall, Inc. , Upper Saddle River, N. J. 07458