Project Management (Intro)

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Project and Project Management

A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification.
Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.

Project versus Process Management

Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. Process management is an ongoing activity that documents, manages the use of, and improves an organizations chosen methodology (the process) for system development. Process management is concerned with the activities, deliverables, and quality standards to be applied to all projects.

Triple Constraint Sinergitas Proyek

Biaya

Anggaran

Proyek

Jadwal Waktu

Kualitas Kinerja

Measures of Project Success

Acceptable to the customer. on time. within budget. The system development process had a minimal impact on ongoing business operations.

Five project success factors

Agreement among the project team, customers, and management on the goals of the project A plan that shows an overall path and clear responsibilities and will be used to measure progress during the project Constant, effective communication among everyone involved in the project A controlled scope Management support

Causes of Project Failure

Failure to establish upper-management commitment to the project Lack of organizations commitment to the system development methodology Taking shortcuts through or around the system development methodology Poor expectations management Premature commitment to a fixed budget and schedule Poor estimating techniques Overoptimism The mythical man-month (Brooks, 1975) Inadequate people management skills Failure to adapt to business change Insufficient resources Failure to manage to the plan

Project Manager Competencies

Business awareness Business partner orientation Commitment to quality Initiative Information gathering Analytical thinking Conceptual thinking Interpersonal awareness Organizational awareness Anticipation of impact Resourceful use of influence Motivating others Communication skills Developing others Monitoring and controlling Self-confidence Stress management Concern for credibility Flexibility

The challenges that face project managers

Personnel Estimating Authority Controls

THE EVOLUTION OF A DISCIPLINE

If one of you decides to build a tower, will he not first sit down and calculate the outlay to see if he has enough money to complete the project? He will do that for fear of laying the foundation and then not being able to complete the work Luke 14:2829

Standard Project Life Cycle

Function-driven organization

Lets look at the steps in this process, from start to finish:

Tasks are broken down until the different skill requirements emerge. The project manager and sponsor then begin recruiting people and organizations with the necessary skills. The project manager negotiates the involvement of these new team members. The manager clarifies the plan and ensures that all members understand it. Team member responsibilities are documented in both the statement of work and the project plan.

THE RISK MANAGEMENT ADVANTAGE

Known unknowns represent identified potential
problems, such as the possibility of a strike when a labor contract expires, or enough rain to stall a construction project during winter in Seattle. We dont know exactly what will happen, but we do know it has a potential to damage our project and we can prepare for it.

Unknown unknowns are the problems that arrive

unexpectedly. These are the ones you honestly couldnt have seen coming. But seasoned project managers do expect them, because they know something unexpected always happens.

Risk management influences the project plan and changes assumptions in the project rules

The risk management process

Project Management Tools & Techniques

A PERT chart is a graphical network model that depicts a projects tasks and the relationships between those tasks.

A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline.

PERT Chart
Project Initiation
5-3-2001 5-3-2001 N/A N/A Task Scheduled Scheduled Start Finish Actual Actual Start Finish intertask dependency

Legend
Task Scheduled Scheduled Start Finish Actual Actual Start Finish

Preliminary Investigation 5-3-2001 5-3-2001 5-12-2001 5-11-2001

Problem Analysis
5-12-2001 5-12-2001 6-12-2001 6-14-2001

Requirements Analysis
5-28-2001 5-30-2001 7-15-2001 7-18-2001

Decision Analysis
6-13-2001 6-13-2001 7-30-2001 8-3-2001

Design
7-3-2001 7-5-2001 9-25-2001 10-9-2001

Construction
7-19-2001 7-20-2001 11-13-2001 In Progress

Implementation
9-10-2001 TBD 12-14-2001 TBD

Gantt Chart
2001 ID 1 2 3 4 5 Task Name May Preliminary investigation Problem analysis Requirements analysis Decision analysis Design Jun Jul Aug Sep Oct Nov Dec

6
7

Construction
Implementation

Today
Complete Task

Legend
Incomplete Task

Microsoft Project Gantt Chart

Microsoft Project PERT Chart

Project Management Life Cycle

Joint Project Planning Strategy

Joint project planning (JPP) is a strategy wherein all stakeholders in a project (meaning system owners, users, analysts, designers, and builders) participate in a one-to-three day project management workshop, the result of which is consensus agreement on project scope, schedule, resources, and budget. (Of course, subsequent workshops or meetings may be required to adjust scope, budget, and schedule.)

PLANNING PROCESSES CORE PROCESSES

SCOPE PLANNING ACTIVITY ACTIVITY DEFINITION
SEQUENCING

SCHEDULE
DEVELOPMENT

SCOPE DEFINITION

ACTIVITY DURATION ESTIMATING RESOURCE PLANNING COST BUDGETING

COST ESTIMATING

PROJECT PLAN

FACILITATING PROCESSES

CORE PROCESSES
SCOPE PLANNING Setiap proyek harus jelas lingkup pekerjaannya, sehingga bisa dibuat struktur penjabaran pekerjaan (WBS) yang lebih detail, dalam hal ini perlu dibuat perencanaan lingkup pekerjaan Dari WBS yang ada harus disusun urutan pekerjaan yang sesuai dengan logika ketergantungan, sehingga diperoleh suatu metoda pelaksanaan yang benar/logis.

ACTIVITY
SEQUENCING

SCOPE DEFINITION Dari perencanaan lingkup pekerjaan harus dilakukan pendefinisian/ ketentuan lingkup pekerjaan itu sendiri

ACTIVITY DEFINITION Dari definisi lingkup pekerjaan harus dilakukan pendefinisian/ ketentuan setiap aktivitas pekerjaan

ACTIVITY DURATION ESTIMATING

Dari setiap aktivitas harus dihitung durasi masing2 aktivitas, berdasarkan kapasitas produksi dan sumber daya (orang, bahan dan alat) yang tersedia

CORE PROCESSES
Dari WBS yang ada harus disusun urutan pekerjaan yang sesuai dengan logika ketergantungan ACTIVITY
SEQUENCING

SCHEDULE
Durasi masing2 aktivitas, berdasarkan kapasitas produksi dan sumber daya (orang, bahan dan alat) yang tersedia Dari definisi lingkup pekerjaan harus dilakukan pendefinisian/ ketentuan setiap aktivitas pekerjaan SCOPE DEFINITION
DEVELOPMENT

ACTIVITY DURATION ESTIMATING

Berdasarkan WBS, logika ketergantungan dan durasi disusun Time Schedule rencana

RESOURCE PLANNING

Berdasarkan lingkup pekerjaan harus direncanakan sumber daya (bahan, alat, SDM) yang akan digunakan Berdasarkan lingkup pekerjaan dan sumber daya dihitung estimasi biaya pelaksanaan

COST ESTIMATING

CORE PROCESSES
Berdasarkan WBS, logika ketergantungan dan durasi disusun Time Schedule rencana

SCHEDULE
DEVELOPMENT

COST BUDGETING

Berdasarkan Time Schedule rencana dan Estimasi Biaya Pelaksanaan disusun Rencana Biaya Pelaksanaan (RAP) yang paling optimal

COST ESTIMATING Berdasarkan lingkup pekerjaan dan sumber daya dihitung estimasi biaya pelaksanaan PROJECT PLAN

Diharapkan diperoleh Project Plan yang paling optimal, ditinjau dari segi waktu, mutu dan biaya

PLANNING PROCESSES
CORE Processes FACILITATING Processes

QUALITY PLANNING
COMMUNICATION PLANNING RISK IDENTIFICATION
Identifikasi Resiko Rencana Struktur Organisasi Perencanaan Pengadaan Bahan

Perencanaan mutu proyek, sesuai dengan spesifikasi dan sistem QA/QC, misalnya Project Quality Plan
Perencanaan sistem komunikasi, baik intern maupun ekstern, misalnya mekanisme pelaporan progress proyek. dsb

RISK QUANTIFICATION
Perhitungan Resiko

RISK RESPONSE DEVELOPMENT

Pengembangan Respon atas Resiko

ORGANIZATIONAL PLANNING PROCUREMENT PLANNING

STAFF ACQUISITION SOLICITATION PLANNING

Penerimaan Penambahan tenaga SDM Perencanaan Pengumpulan Rekanan

Activity 1: Negotiate Scope

Scope defines the boundaries of a projectWhat part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved? Product Quality Time Cost Resources
A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document of understanding.

Statement of Work
I. II. Purpose Background A. Problem, opportunity, or directive statement B. History leading to project request C. Project goal and objectives D. Product description Scope (notice the use of your information system building blocks) A. Stakeholders B. Data C. Processes D. Locations Project Approach A. Route B. Deliverables Managerial Approach A. Team building considerations B. Manager and experience C. Training requirements D. Meeting schedules E. Reporting methods and frequency F. Conflict management G. Scope management (continued)

III.

IV. V.

Statement of Work (concluded)

VI. Constraints A. Start date B. Deadlines C. Budget D. Technology Ballpark Estimates A. Schedule B. Budget Conditions of Satisfaction A. Success criteria B. Assumptions C. Risks Appendices

VII. VIII.

IX.

Activity 2: Identify Tasks

A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks.
Milestones are events that signify the accomplishment or completion of major deliverables during a project.

Work Breakdown Structures

0
1 2 Phase 1 of the project Phase 2 of the project 2.1 Activity 1 of Phase 2 2.2 Activity 2 of Phase 2 2.2.1 Task 1 of Activity 2.2 in Phase 2 2.2.2 Task 2 of Activity 2.2 in Phase 2 2.2.3 Task 3 of Activity 2.2 in Phase 2 2.3 Activity 3 of Phase 2 Phase 3 of the project

PROJECT GOAL

2
PHASE

3
PHASE

PHASE

2.1
ACTIVITY

2.2
ACTIVITY

2.3
ACTIVITY

2.2.1
TASK

2.2.2
TASK

2.2.3
TASK

Activity 3: Estimate Task Durations

1. Estimate the minimum amount of time it would take to perform the task. We'll call this the optimistic duration (OD). 2. Estimate the maximum amount of time it would take to perform the task. We'll call this the pessimistic duration (PD). 3. Estimate the expected duration (ED) that will be needed to perform the task.

Activity 4: Specify Intertask Dependencies Finish-to-start (FS)The finish of one task triggers the start of another task. Start-to-start (SS)The start of one task triggers the start of another task. Finish-to-finish (FF)Two tasks must finish at the same time. Start-to-finish (SF)The start of one task signifies the finish of another task.

Entering Intertask Dependencies

Scheduling Strategies
Forward scheduling establishes a project start date and then schedules forward from that date. Based on the planned duration of required tasks, their interdependencies, and the allocation of resources to complete those tasks, a projected project completion date is calculated.
Reverse scheduling establishes a project deadline and then schedules backward from that date. Essentially, tasks, their duration, interdependencies, and resources must be considered to ensure that the project can be completed by the deadline.

A Project Calendar

Activity 5: Assign Resources

Peopleinclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. Servicesa service such as a quality review that may be charged on a per use basis. Facilities and equipmentincluding all rooms and technology that will be needed to complete the project. Supplies and materialseverything from pencils, paper, notebooks, toner cartridges, etc. MoneyA translation of all of the above into the language of accountingbudgeted dollars!

Defining Project Resources

Assigning Project Resources

Resource Leveling Resource leveling is a strategy used to correct resource overallocations by some combination of delaying or splitting tasks.
There are two techniques for resource leveling: task delaying task splitting

Task Splitting and Delaying

The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. To achieve resource leveling, critical tasks can only be split. The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. Tasks that have slack time can be delayed to achieve resource leveling

Activity 6: Direct the Team Effort

ORIENTATION STAGE Establish structure and rules Clarify team member relationships Identify responsibilities Develop a plan to achieve goals

FORMING

Supervision resources The DEADLINE A Novel About Project Management The One Minute Manager The Care and Feeding of Monkeys Stages of Team Maturity (see figure to the right)

INTERNAL PROBLEM-SOLVING STAGE Resolve interpersonal conflict Further clarify rules and goals Develop a participative climate

STORMING

GROWTH AND PRODUCTIVITY STAGE Direct team activity toward goals Provide and get feedback Share ideasgrowing cohesion Individuals feel good about each other

NORMING

EVALUATION AND CONTROL STAGE More feedback and evaluation Adherence to team norms Roles of team strengthened Strong team motivation to share goals

PERFORMING

Activity 7: Monitor and Control Progress

Progress reporting Change management Expectations management Schedule adjustmentscritical path analysis (CPA)

Progress on a Gantt Chart

Expectations Management
An expectations management matrix is a rule-driven tool for helping management understand the dynamics and impact of changing project parameters such as cost, schedule, scope, and quality.
PRIORITIES MEASURES OF SUCCESS Max or Min Constrain Accept

Cost

Schedule

Scope and/or Quality

Lunar Project Expectations Management

PRIORITIES MEASURES OF SUCCESS Cost $20 billion (estimated)

Max or Min

Constrain

Accept

x x x

Schedule Dec 31, 1969 (deadline)

Scope and/or Quality Land a man on the moon Get him back safely

Edit Date: 10/25/99 3:59:27 PM

Typical, Initial Expectations for a Project

PRIORITIES MEASURES OF SUCCESS

Max or Min

Constrain

Accept

Cost

x x x

Schedule

Scope and/or Quality

Edit Date: 10/18/99 10:30:30 AM

Adjusting Expectations
PRIORITIES MEASURES OF SUCCESS Cost Adjusted budget Increase budget Schedule Adjusted deadline Extend deadline Scope and/or Quality Adjusted scope Accept expanded requirements Max or Min Constrain Accept

X+

X-

X+

Figure 4.16

Edit Date: 10/18/99 10:33:17 AM

Changing Priorities
PRIORITIES MEASURES OF SUCCESS Max or Min Constrain Accept

Cost

x x

Schedule

Scope and/or Quality

Critical Path Analysis (and Slack Time)

1. Using intertask dependencies, determine every possible path through the project. 2. For each path, sum the durations of all tasks in the path. 3. The path with the longest total duration is the critical path. The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest completion date of the project. The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project.

Critical Path
TASK D

Duration

Tue 2/20/01 7 days Tue 2/20/01 0 days

TASK A

TASK B

TASK C

TASK E

TASK I

Mon 2/5/01 Mon 2/5/01

3 days 0 days

Wed 2/7/01 Wed 2/7/01

2 days 0 days

Fri 2/9/01 Fri 2/9/01

2 days 0 days

Mon 2/19/01 6 days Tue 2/20/01 1 day

Tue 2/27/01 5 days Tue 2/27/01 0 days

TASK F

TASK G

The critical path is highlighted in red

Wed 2/14/01 3 days Fri 2/16/01 2 days

Fri 2/16/01

2 days

Tue 2/20/01 2 days

Slack Time
TASK H Thu 2/15/01 1 day

Tue 2/20/01 3 days

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