Project Planning dwighyyahoo com Management Processes Planning Organizing
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Project Planning dwighy@yahoo. com
Management Processes Planning Organizing Actuating Controlling dwighy@yahoo. com
Planning Cycle OK Planning Actuating Feedback dwighy@yahoo. com Evaluation
Benefit of Planning o Reduce Uncertainty o Key to success o Increase effectiveness and efficiency o Starting point for controlling dwighy@yahoo. com
Type of Planning Type Scope Mgt. Level Bus. Environmet Strategic Corpr/Bus Tactical Functional Middle Probabilistic Action Opr’tional Deterministic Top dwighy@yahoo. com Uncertain
Strategic Linkages Corporate Strategy Business Strategy Functional Strategy Operation/Production Management dwighy@yahoo. com
Management Level Corporate/Business Top Middle Operational dwighy@yahoo. com Business/Functional Operational
Attention of Organizational Level Org. Level Mgt Level Performance Org. Focus Mgt. Attn Corporate Top Business Operation Return Gov. Structue Fiscal Middle Market Share Cust. Satisfactn Process Market Operational Efficiency Productivity Work Process dwighy@yahoo. com
Time Frame Corporate Operational Functional dwighy@yahoo. com Business
Corporate Strategy o o Scope : Corporate/ Enterprise Objectives : Growth Performance : ROI/RONA/ROE…. . Formulation : n n Penetration Market Development Product Development Diversification dwighy@yahoo. com
Ansoff Strategy Product EXISTING M a r k e t N E W E X I S T I N G MARKT. DEV PENETRATION dwighy@yahoo. com NEW DIVERSIVICATION PROD. DEV
Business Strategy o o Scope : SBU Objective : Competitiveness Performance : Market Share Formulation: n Cost Leadership n Differentiation n Focus dwighy@yahoo. com
Functional Strategy o Scope : Business Function o Objective : Competitive Priority o Performance : n Target n Cost dwighy@yahoo. com
Operation Strategy o Scope : Production/operation o Objective : Competitive Priority o Performance : n n n Quality Cost Delivery Flexibility Safety dwighy@yahoo. com
Example of Operation Objective QUALITY TAHUN INI KOMPETITOR 5 TAHUN YAD Kepuasan konsumen 75 % Persentase scrapdan reject 15 % Biaya garansi ( % penjualan) 1 % 85 % 5% 0. 5 % 75 % 10 % 1% COST COGM ( % COGS ) ITO 55 % 41 x dwighy@yahoo. com 45 % 52 x 50% 50 x
Example of Operation Objective DELIVERY TAHUN INI Fill Rate Lead Time (minggu ) 5 TAHUN YAD 90% 3 95% 1 KOMPETITOR 95% 1 FLEXIBILITY Waktu untuk mengenalkan produk baru Waktu perubahan kapasitas 10 bulan 6 bulan 8 bulan 3 bulan dwighy@yahoo. com
Operational Management o Scope : Production/Operation o Objective : Efficiency o Performance: § § § Quality Cost Delivery Flexibility Safety dwighy@yahoo. com
Basic Concept of Planning Description of activities to achieve the setting objective Objective Activity A Activity B…. Activity N dwighy@yahoo. com
Objective Realistic Measurable Time frame Challenging dwighy@yahoo. com
Activity o Realistic o Complete and Exhaustive o Need Resources (Time, Man, Machine, Material Money) Basic Activity Non Basic dwighy@yahoo. com
Out Put Activity Schedule A B C D E. . N dwighy@yahoo. com Budget PIC 500. 000 X 100. 000 y 250. 000 Z
Project Scheduling Jadwal Induk ( Master Schedule) Jadwal Rinci (Working Schedule) Managerial dwighy@yahoo. com Operational
Good Schedule Easy to understand Detail Non conflicting Reliable Concordance with available resources o Identify critical activity and path o o o dwighy@yahoo. com
Step in Scheduling Understand the objective Identify Activity/Task Estimate time for each activity Identify dependability among activities o Schedule activities concordance with: o o § due date § resources dwighy@yahoo. com
Scheduling With CPM o Identify Activity/Task o Estimate time for each activity o Identify dependability among activities o Make Network diagram o Identify critical path o Make schedule: o Forward Pass (Maju) o Backward Pass (Mundur) dwighy@yahoo. com
Work Breakdown Structure o 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. o 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
Project Breakdown Structure The structure of hierarchical physical components starting from total project to basic elements X A Level 0 B B 1 C B 2 Level 1 Level 2 Level n dwighy@yahoo. com
Step in Developing PBS o Develop the initial PBS in top down fashion o Review and revise the completed PBS with all affected managers and specialist, until agreement is reached on its validity o Identify work control package to be planned, estimated, budgeted, scheduled, and controlled o 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 o Evaluate the results to identify problems and initiate corrective action. dwighy@yahoo. com
Project Breakdown Structure The structure of hierarchical components starting from total project to basic elements X S S 1 A Level 0 B B 1 C B 2 E 1 Level 2 Level n dwighy@yahoo. com
Work Breakdown Structure o 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. o 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
CPM Method Sistem Notasi : o Arrow System o Node System Arrow System: o Activity : o Dummy Activity: o Event : dwighy@yahoo. com
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
Critical path o Notation n n ES: Earliest Starting time EC: Earliest Completion time LS: Latest Starting time t : Activity duration dwighy@yahoo. com
o Rule 1 n 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 o Rule 2 n 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) ={set ofdwighy@yahoo. com immediate predecessors of
o Rule 3 n EC of activity i is the activity’s ES plus its estimated time, ti EC(i) = ES (i) + ti o Rule 4 n EC of a project is equal to the ES of every last noden, in the project network. EC ( Project)= EC(n) dwighy@yahoo. com
• 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
• 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
Example Aktivity A B C D E F Time 6 3 6 6 3 3 dwighy@yahoo. com Predecessor A A B, C D F
Network Diagram A(6) 1 B(3) 2 E(3) D(6) 4 C(6) 3 dwighy@yahoo. com 5 F(3) 6 7
Forward Pass A(6) 6 2 0 1 0 6 6 E(3) D(6) F(3) 9 18 12 21 4 5 6 7 18 21 24 12 B(3) C(6) 12 3 12 dwighy@yahoo. com 24
Forward Pass 0 A(6) 1 0 6 9 2 6 B(3) 12 C(6) 12 3 D(6) E(3) F(3) 4 12 5 6 7 18 18 21 21 24 12 12 dwighy@yahoo. com 24
Critical Path o Path with least slack in the network diagram o The longest path in the network diagram dwighy@yahoo. com
Slack o Total Slack (TS) n 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) o Free Slack (FS) n 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
Critical Path 0 A(6) 9 B(3) 12 1 0 2 6 6 C(6) 12 3 D(6) E(3) F(3) 4 12 5 6 7 18 18 21 21 24 12 12 dwighy@yahoo. com 24
Schedule Activities 18 21 Schedule 3 24 6 A B C D E F dwighy@yahoo. com 9 12 15
S Curve Activities Budget Schedule 3 (Juta Rp) A 10 B 20 C 18 Rp Penyerapan D 12 % Penyerapan E % Kumulatif 25 6 5 9 12 15 18 21 5 20 9 5 5 5 10 9 29 9 6 66 29 9 6 6 39 dwighy@yahoo. com 48 54 60 25 6 15 25 85 100 24
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