PRACTICAL

PROJECT MANAGEMENT
Ir Asep Saefulbachri Ramli, MBA, MM
Senior Management Trainer
Lektor Kepala Teknik Industri
 Sarjana Teknik Industri ITB.
 Master of Business Administration,MBA
Telkom-Asian Institute of Management
Manila.
 System Engineering, Siemens Munchen
Jerman.
 Telecommunication Management Executive
Course, University of Southern California.
 Business management Alta Telecom
International Edmonton Canada.
 University Management, Arizona State
university, USA.

Pendidikan
• PT Prayasa Consulting.
• PT BAT Indonesia.
• Bank Indonesia.
• PT Telkom.
• Dosen Tidak Tetap Program MBA/MM Telkom University.
• Dosen Tetap Teknik Industri Universitas Pasundan Bandung
• Founder dan Direktur FEI Training and Consulting.
• Team Leader Program Sertifikasi Procurement Bank Indonesia
Jakarta
• Trainer di lebih dari 30 Training Provider di Indonesia dan Malaysia.
• Dosen Tetap Prodi Teknik Industri Universitas pasundan Bandung.
• Dosen Program MBA Telkom University.

Pengalaman Kerja
 PRACTICAL
PROJECT MANAGEMENT
 WHAT IS THE PROJECT ?

A Temporary Endeavor
Undertaken To Create Unique
Products, Service Or Result.
 DEMAND CUSTOMER
MARKET REQUEST

WHY ARE
PROJECT
UNDERTAKEN
?

ORGANIZATION LEGAL
NEED REQUIREMENT
 PROJECT VS OPERATION

• Temporary • Ongoing
• Unique • Repetitive
• Ends When • Does Not End
Objectives When Objectives
Are Met Are Met
 WHAT IS THE PROJECT
MANAGEMENT ?
PROJECT MANAGEMENT IS
THE APPLICATION OF
PROCESSES, KNOWLEDGE,
SKILLS AND EXPERIENCE TO
ACHIEVE THE PROJECT
OBJECTIVES.
THE PROJECT CONSTRAINTS
SCOPE

RISK QUALITY

THE PROJECT

COST TIME
RESOURCE
A PROGRAM IS A GROUP OF
RELATED PROJECTS, SUBSIDIARY
PROGRAMS, AND PROGRAM
ACTIVITIES MANAGED IN A
COORDINATED WAY TO OBTAIN

BENEFITS AND CONTROL NOT

AVAILABLE FROM MANAGING THEM
INDIVIDUALLY

PROGRAM MANAGEMENT FOCUSES

ON INTERDEPENDENCIES OF
PROJECTS AND DESCRIBES THE
BEST APPROACH TO ACHIEVE
PROGRAM OBJECTIVES
 A PORTOFOLIO IS A
COLLECTION OF
PROJECT, PROGRAMS,
SUBSIDIARY
PORTFOLIOS, AND
OPERATIONS MANAGED
WHAT IS THE AS A GROUP TO
PORTOFOLIO? ACHIEVE STRATEGIC
OBJECTIVES
 PROCESS GROUPS KNOWLEDGE AREAS

Grouping of project management processes to

Identified area described in terms of its
achieve specific project objective. Five project component processes, practices, inputs,
Management Process Groups: outputs, tools, and techniques.

1. Initiating Process Group

2. Planning Process Group 1. Project Integration Management
3. Executing Process Group 2. Project Scope Management
4. Monitor & Controlling Process Group 3. Project Schedule Management
5. Closing Process Group
4. Project Cost Management
5. Project Quality Manangement
6. Project Resource Managemenet
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management
 ORGANIZATIONAL
STRUCTURE TYPES
 FACTORS IN
ORGANIZATION
STRUCTURE
SELECTION
• Degree of alignment with organizational
objectives
• Specialization capabilities
• Span of control, efficiency, and effectiveness
• Clear path for escalation of decisions
• Clear line and scope of authority
• Delegation capabilities
• Accountability assignment
• Responsibility assignment
• Adaptability of design
• Simplicity of design
• Efficiency of performance
• Cost considerations
• Physical locations (e.g.. Colocated, regional,
and virtual).
• Clear communication (e.g.. Policies, status of
work and organization’s vision)
ORGANIZATIONAL STRUCTURES
ON PROJECTS
 Knowledge Areas:
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resources Management
• Communications Management
• Risk Management
• Procurement Management
• Integration Management
 Stakeholders:
• Individuals and Organizations
• Actively Involved in Project
• Interests Affected by Project
 Leadership Skills:
• Vision and Strategy
• Establishing Direction
• Aligning People
• Communicating
• Negotiating
• Motivating and Inspiring
• Influencing Organizations
• Overcoming Barriers to Change
General Management Skills:
• Planning
• Finance and Accounting
• Personnel Administration
• Technology
• Organizational Development
• Delegation
• Team Building
• Conflict Management
• Solving Problems
 Communications Skills:
• Writing
• Listening
• Speaking
• Presenting
• Media Relations
• Meeting Management
 Scope Management:
• Initiation
• Scope Planning
• Scope Definition
• Scope Verification
• Scope Change Control
 Key Inputs, Tools & Techniques,
and Outputs:
• Product Description
• Project Charter
• Scope Statement
• Work Breakdown Structure (Microsoft
Project)
• Formal Acceptance
• Scope Management Plan
 Time Management:
• Activity Definition (Microsoft Project)
• Activity Sequencing (Microsoft Project)
• Activity Duration Estimating
• Schedule Development
• Schedule Control
 Key Inputs, Tools & Techniques,
and Outputs:
• Activity List
• Network Diagram
• Project Schedule
• Schedule Management Plan
 Cost Management:
• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control
 Key Inputs, Tools & Techniques,
and Outputs:
• Resource Requirements
• Cost Estimate
• Cost Baseline or Spending Plan (Microsoft
Excel Documents)
• Cost Management Plan
 Quality Management:
• Quality Planning
• Quality Assurance
• Quality Control
 Key Inputs, Tools & Techniques,
and Outputs:
• Quality Management Plan
 Human Resource Management
• Organizational Planning
• Staff Acquisition
• Team Development
 Key Inputs, Tools & Techniques,
and Outputs:
• Role Assignment Matrix (Microsoft Word)
• Staffing Management Plan
• Organizational Chart
• Project Team Directory
 Communications Management:
• Communications Planning
• Information Distribution
• Performance Reporting
• Administrative Closure
 Key Inputs, Tools & Techniques,
and Outputs:
• Communications Management Plan
• Project Records
• Performance Reports
• Change Requests
• Project Archives
• Formal Acceptance
• Lessons Learned
 Risk Management:
• Risk Identification
• Risk Quantification
• Risk Response Development
• Risk Response Control
 Key Inputs, Tools & Techniques,
and Outputs:
• Risk Management Plan
• Checklists
• Contingency Plans
• Reserves
• Contractual Terms
 Procurement Management:
• Procurement Planning
• Solicitation Planning
• Solicitation
• Source Selection
• Contract Administration
• Contract Close-out
 Key Inputs, Tools & Techniques,
and Outputs:
• Procurement Management Plan
• Procurement Documents
• Proposals
• Contract
• Contract File
• Formal Acceptance and Closure
 Integration Management:
• Project Plan Development
• Project Plan Execution
• Overall Change Control
 Key Inputs, Tools & Techniques,
and Outputs:

• Project Plan
• Lessons Learned
 Management Processes:
• Initiating Processes
• Planning Processes
• Executing Processes
• Controlling Processes
• Closing Processes
Perencanaan Proyek
Scope Activity
Planning Sequencing

Activity
Schedule
Definition
Development

Scope Duration
Definition Estimating
Cost
Budgeting

Resource
Planning

Plan
Cost
Development
Estimating
Network Planning
 PENYUSUNAN JADWAL
PROYEK

Jaringan Kerja :
• Penggambaran grafis dari suatu proyek. Kegiatan-
kegiatan yang merupakan unsur proyek dan hubungan
ketergantungan antara yang satu dengan yang lain
disajikan dengan menggunakan tanda-tanda.
 METODE JARINGAN
KERJA MANAJEMEN
PROYEK

• Perencanaan
• Pengendalian
• Pemahaman lingkup proyek dan
permasalahannya.
• Komunikasi
 FAKTOR YANG PERLU DIPERHATIKAN
DALAM MEMPERKIRAKAN WAKTU
KEGIATAN

1. Bebas dari waktu pelaksanaan kegiatan sebelum

dan sesudahnya
2. Sumber daya
3. Gunakan hari kerja normal, tidak lembur dan tidak
ada usaha tambahan lain
4. Bebas pertimbangan mencapai target
5. Masukkan unsur waktu berkaitan dengan ijin resmi
6. Masukkan unsur waktu berkaitan dengan iklim
7. Tidak memasukkan hal-hal tidak terduga
 NETWORK PLANNING
• Suatu teknik yang dapat digunakan dalam
perencanaan dan pengendalian jalannya suatu
proyek

Beberapa teknik perencanaan dalam proyek-proyek

yang besar adalah :
 CPM : Critical Path Method
 PERT : Program Evaluation and Review
Technique
 ISTILAH-ISTILAH PENTING
t = Waktu penyelesaian satu kegiatan
TE = Waktu paling cepat terjadinya suatu kejadian
TL = Waktu paling lambat terjadinya suatu kejadian
ES = Waktu paling cepat dimulainya suatu kegiatan
EF = Waktu paling cepat selesainya suatu kegiatan
LS = Waktu paling lambat dimulainya suatu kegiatan
LF = Waktu paling lambat selesainya suatu kegiatan
TF = Kelonggaran total (total slack) suatu kegiatan, yaitu waktu luang
dimana suatu kegiatan penyelesaiannya dapat ditunda tanpa
mempengaruhi waktu penyelesaian proyek
FF = Kelonggaran bebas ( free slack) suatu kegiatan, yaitu waktu luang
dimana penyelesaian suatu kegiatan dapat ditunda tanpa
mempengaruhi saat paling cepat dimulainya kegiatan yang langsung
mengikutinya (ES)
 A 2 E
4 5
4 TF = 1 5 5 2
FF = 1
5 TF = 0
FF = 0
D 4
TF = 0
FF = 0 7
1 1 5
1 B 3 F
0 1 3 5 7 7
0 0 1 1 4
1 TF = 0 4
3 TF = 2
FF = 0
FF = 2

4 G
C
2 5
2 5
2
TF = 3 2
TF = 3
FF = 0 FF = 3
LINTASAN KRITIS

LINTASAN KRITIS DARI NETWORK INI ADALAH B - D - E

PENJADWALAN DASAR/
BASIC SCHEDULE

• Kegiatan dijadwalkan menurut waktu

tercepatnya setiap kegiatan
• penjadwalannya sesuai dengan hari
kalender
 Penjadualan Dasar
ALOKASI SUMBER

KODE
AKTIVITAS t ES EF LS LF TF

B 1 0 1 0 1 0

C 2 0 2 2 4 2

A 4 0 4 1 5 1

D 4 1 5 1 5 0

F 4 1 5 3 7 2

G 2 2 4 7 3 5

E 2 5 7 5 7 0

0 1 2 3 4 5 6 7
PROGRAM EVALUATION
AND REVIEW
TECHNIQUE (PERT)
 PROGRAM EVALUATION AND
REVIEW TECHNIQUE (PERT)
Estimasi Waktu Aktifitas
a  4m  b
t
6
Standar Deviasi
= b-a
6
Dimana :
a = most optimistic time
b = most pessimistic time
m = most likely time
 EXPECTED TIME AND STANDAR DEVIATION FOR ACTIVITIES
THE RESPONSE 1000 PROJECT

a m b (a + 4 m + b ) / 6 I (b - a) / 6 I
Aktivity Most optimistic Most Likely Most Pessimistic Expected Activity Std
Time Time Time Time Deviasi

A 1
B 1
C 1
D 1
E 2
F (Dummy Activity)
G 3
H 2
I 1
J 4
K 1
L 4
2 3 2 0.33
2 3 2 0.33
2 3 2 0.33
2 9 3 1.33
3 10 4 1.33
0 0
6 15 7 2.00
5 14 6 2.00
4 7 4 1.00
9 20 10 2.67
2 9 3 1.33
4 4 2 0
DETERMINATION OF CRITICAL PATH FOR RESPONSE 1000 PROJECT

Slack Activity
Aktivity Earliest Latest Earliest Latest ( LS - ES or on critical
Start Start Finish Finish LF - EF Path

A 0 5 2 7 5
B 0 4 2 6 4
C 0 0 2 2 0 YES
D 2 8 5 11 6
E 2 7 6 11 5
F (Dummy Activity)
G 2 8 9 15 6
H 2 6 8 12 4
I 6 11 10 15 5
J 2 2 12 12 0 YES
K 12 12 15 15 0 YES
L 15 15 19 19 0 YES
PRECEDENCE DIAGRAM METHOD(PDM)
 Macam Jaringan Kerja

Activity on Arrow (AOA)

Kegiatan digambarkan sebagai anak panah yang menghubungkan
dua lingkaran yang memiliki dua peristiwa. Ekor anak panah
merupakan awal dan ujungnya sebagai akhir kegiatan

Peristiwa Peristiwa
(node/event) (node/event)
terdahulu berikutnya
Kegiatan
i Kurun Waktu
j
(D)
 Macam Jaringan Kerja

Activity on Node (AON)

Anak panah hanya menjelaskan hubungan ketergantungan di
antara kegiatan kegiatan

Kegiatan Garis Kegiatan

Penghubung
A B
 Metode

Kategori AOA
Critical Path Method – CPM
Project Evaluation and Review Technique – PERT

Kategori AON
Preceden Diagram Method - PDM
 PRECEDENCE DIAGRAM METHOD
 Kegiatan dalam Precedence Diagram Method (PDM) digambarkan
oleh lambang segi empat karena letak kegiatan ada di bagian node
sehingga sering disebut juga Activity On Node (AON)
 Kelebihan PDM
 Tidak memerlukan kegiatan fiktif/dummy sehingga pembuatan jaringan
menjadi lebih sederhana
 Hubungan overlapping yang berbeda dapat dibuat tanpa menambah jumlah
kegiatan
 Kegiatan Tumpang Tindih (Overlapping)
 Aturan dasar CPM : suatu kegiatan baru boleh dimulai setelah pekerjaan
terdahulu diselesaikan
 Untuk kegiatan yang tumpang tindih serta berulang-ulang akan memerlukan
dummy yang banyak sekali, sehingga tidak praktis dan kompleks.
 PRECEDENCE DIAGRAM METHOD
Contoh : Proyek Pemasangan Pipa

Menggali Meletakan Menimbun

Tanah (Mt) Pipa (Mp) Kembali (Mk)
1 2 3 4

Kegiatan yang dipecah menjadi 40% dan 60%

Mt Mt
1 40% 2 60% 3

Mp Mp
40% 4 5 60% 8

Mk Mk
40% 6 7 60% 9
 PRECEDENCE DIAGRAM METHOD
Projek dengan PDM

Menggali Tanah Memasang Pipa Menimbun Kembali

(Mt) (Mp) (Mk)

(Mt 40% selesai) (Mp 40% selesai)

Denah yang lazim pada Node PDM

Nomor Urut

ES Nama KegiatanKurun Waktu EF

(D)
LS (Tanggal) (Tanggal) LF
Anggaran Proyek
 D t=4
2 4 E
$ 20,000 t=5
A $ 75,000
t=3 C Ht=3
$ 30,000
5 7
$ 40,000 t=1
F $ 18,000
1 $ 200,000 t=2
t=4
t=2 $ 100,000
B I
$ 240,000
G t=1
3 6
$ 75,000
 PROJECT COST WITH EARLY START (MONTHLY AND COMULATIVE
TOTALS

Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A 10,000 10,000 10,000
B 100,000 100,000
C 40,000
D 5,000 5,000 5,000 5,000
E 15,000 15,000 15,000 15,000 15,000
F 50,000 50,000
G 75,000
H 6,000 6,000 6,000
I 60,000 60,000 60,000 60,000
Total 110,000 110,000 10,000 45,000 130,000 115,000 65,000 75,000 75,000 15,000 15,000 15,000 6,000 6,000 6,000
Cumulatif 110,000 220,000 230,000 275,000 405,000 520,000 585,000 660,000 735,000 750,000 765,000 780,000 786,000 792,000 798,000
 PROJECT COST WITH LATE START (MONTHLY AND CUMULATIVE
TOTALS

ctivity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
A 10,000 10,000 10,000
B 100,000 100,000
C 40,000
D 5,000 5,000 5,000 5,000
E 15,000 15,000 15,000 15,000 15,000
F 50,000 50,000
G 75,000
H 6,000 6,000 6,000
I 60,000 60,000 60,000 60,000
Total 10,000 10,000 10,000 5,000 5,000 5,000 5,000 15,000 115,000 155,000 140,000 125,000 66,000 66,000 66,000
Cumulatif 10,000 20,000 30,000 35,000 40,000 45,000 50,000 65,000 180,000 335,000 475,000 600,000 666,000 732,000 798,000
 Biaya Setiap Aktifitas
• Direct Material (Material yang diperlukan
dalam Bill of Quantity).
• Direct labor.
• Overhead Cost ( Biaya non traceable atau
biaya yang tidak termasuk Direct material
dan Direct labor).
 Overhead Cost
• Supervisi.
• Biaya manajemen.
• Sewa peralatan.
• Biaya listrik.
• Sewa tempat.
• Akomodasi.
• Transportasi
• Depresiasi
• dll