mengenakan secaraawal project schedulling.ppt

mengenakan secaraawal project schedulling.

1. 11
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Project SchedulingProject Scheduling
Chapter 14Chapter 14

2. 22
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
OutlineOutline
What is a “project”?What is a “project”?
Objectives and tradeoffsObjectives and tradeoffs
Planning and Control in ProjectsPlanning and Control in Projects
Scheduling MethodsScheduling Methods
Constant-Time NetworksConstant-Time Networks
Precedence Diagramming MethodPrecedence Diagramming Method
PERT and CPM MethodsPERT and CPM Methods
Use of Project ConceptsUse of Project Concepts

3. 33
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
What is a “Project”?What is a “Project”?
Distinguishing characteristics of projectsDistinguishing characteristics of projects
ExampleExample

4. 44
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Examples of Projects (Table 14.1)Examples of Projects (Table 14.1)
Building construction Movie making
New product introductionTeaching a course
Research and developmentDesigning an advertising campaign
Computer system design Startup or shutdown of plant
Installation of equipmentManufacture of aircraft, ships, and large
machines
Space shots Auditing accounts
Fund-raising Planning a military invasion

5. 55
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Objectives and TradeoffsObjectives and Tradeoffs
Meet the
specifications
Meet the
deadline
Due Date!
Stay within
the budget

6. 66
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Project Management Activities and Project Management Activities and
DecisionsDecisions
Planning
Scheduling
Project
C
o
n
t
r
o
l

7. 77
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
PlanningPlanning
Identify the project customerIdentify the project customer
Establish the end product or serviceEstablish the end product or service
Set project objectivesSet project objectives
Estimate total resources and time requiredEstimate total resources and time required
Decide on the form of project organizationDecide on the form of project organization
Make key personnel appointmentsMake key personnel appointments
Define major tasks requiredDefine major tasks required
Establish a budgetEstablish a budget

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
SchedulingScheduling
Develop a detailed work-breakdown Develop a detailed work-breakdown
structurestructure
Estimated time required for each taskEstimated time required for each task
Sequence tasks in proper orderSequence tasks in proper order
Develop a start/stop time for each taskDevelop a start/stop time for each task
Develop detailed budget for each taskDevelop detailed budget for each task
Assign people to tasksAssign people to tasks

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
ControlControl
Monitor actual time, cost, and performanceMonitor actual time, cost, and performance
Compare planned to actual figuresCompare planned to actual figures
Determine whether corrective action is Determine whether corrective action is
neededneeded
Evaluate alternative corrective actionsEvaluate alternative corrective actions
Take appropriate corrective actionTake appropriate corrective action

10. 1010
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Gantt Chart Project Example (Figure 14.1)Gantt Chart Project Example (Figure 14.1)
10/2110/2811/411/1111/1811/2512/2
Dig basement
Pour footing
Lay block
Finish base work
Install main floor
Erect frame
Secure sheathing
Install roof boards
Install windows
Finish frames
Activity
Milestone
1 2 3 4 5 6 7
Week

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Network Project Chart (Figure 14.2)Network Project Chart (Figure 14.2)
Start 4 10
Dig
basement
Pour
footing
Lay block
foundation
Install main
floor
Erect
frame
Finish below-
grade work
Secure outside
sheathing
Install roof
boards
Install windows
1 2 3 5 6
7
8
9
Finish
rough-in
frame

12. 1212
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Constant-Time NetworksConstant-Time Networks
Activity times assumed to be constantActivity times assumed to be constant
““DummyDummy” activities” activities
Notations used in calculating start and finish Notations used in calculating start and finish
times:times:
–ES(a) =ES(a) = Early Start of activity aEarly Start of activity a
–EF(a) =EF(a) = Early Finish of activity aEarly Finish of activity a
–LS(a) =LS(a) = Late Start of activity aLate Start of activity a
–LF(a) =LF(a) = Late Finish of activity aLate Finish of activity a

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Network Diagram (Figure 14.3)Network Diagram (Figure 14.3)
1
2
4
3
3
4
5
6
1Event
Activity
2

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Dummy Activity Situations (Figure 14.4a)Dummy Activity Situations (Figure 14.4a)
F H
G
E
a. Activities F and G have
the same predecessor (E)
and the same successor (H)

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Dummy Activity Situations (Figure Dummy Activity Situations (Figure
14.4b)14.4b)
E
A
B
C
D
b. Activity A and B have a common
predecessor (E), but they have different
predecessors (C and D)

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Dummy Activity Situations (Figure Dummy Activity Situations (Figure
14.4c)14.4c)
C
D
I
K
J
c. Activities C and D have a
common successor (K), but
different successors (I and J)

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Calculating ES, EF, LS, LF, and Completion Calculating ES, EF, LS, LF, and Completion
TimeTime
ES (a) = 0 for the starting activity
EF (a) = ES (a) + t (a)*
ES (a) = max [EF (all predecessors of a)]
Project completion time = max [EF(all ending activities)]
* t (a) denotes the duration of activity a
LF (a) = min [LS (all successors of a)]
LS (a) = LF - t(a)*
Forward Pass:
Backward pass:

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Slack TimesSlack Times
Total Slack Time (TST):Total Slack Time (TST):
LS (a) - ES (a) - EF (a)= LF(a) - EF(a)LS (a) - ES (a) - EF (a)= LF(a) - EF(a)
Free Slack Time (FST)Free Slack Time (FST)
min [ES (all successors of a)] - EF (a)min [ES (all successors of a)] - EF (a)

19. 1919
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Activity Start and Finish Times (Figure 14.5)Activity Start and Finish Times (Figure 14.5)
1
2
4
3
[ES, EF]
[LS, LF]
[0, 3] 3
[0, 3]
[
3
,

8
]

5
[
3
,

8
]
[5, 7] 2
[6, 8]
[
0
,

4
]

4
[
2
,

6
]
[
3
,
5
]
2
[
4
,

6
]

20. 2020
Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Activity Times (Table 14.3)Activity Times (Table 14.3)
ActivityES EF LS LF
Total
SlackFree Slack
1-2 0 3 0 3 0 0
1-3 0 4 2 6 2 1
2-3 3 5 4 6 1 0
2-4 3 8 3 8 0 0
3-4 5 7 6 8 1 1

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
PDM Network (Figure 14.6)PDM Network (Figure 14.6)
Activity
1-2
Activity
2-4
Activity
2-3
Activity
3-4
Activity
1-3

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
PDM Time Schedule (Figure 14.7)PDM Time Schedule (Figure 14.7)
0 1 2 3 4 5 6 7 8
2-4
1-2
2-3
1-3 3-4 P
r
o
j
e
c
t
C
o
m
p
l
e
t
i
o
n

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
PDM Precedence RelationshipPDM Precedence Relationship
A B
Finish to Start
Job B can start no sooner than
3 days after Job A is completed.
FS = 3
A B
Start to Start
Job B can start no sooner than
2 days after Job A has started.
SS = 2
A B
Finish to Finish
Job B can finish no sooner than
4 days after Job A was finished.
FF = 4
A B
Start to Finish
Job B can finish no sooner than
6 days after Job A has started.
SF = 6

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Cement Floor Example (Figure 14.9)Cement Floor Example (Figure 14.9)
Install
forms
Pour
cement
FF = 0
SS = 1

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Time-Cost Relationship in CPMTime-Cost Relationship in CPM
Crash Cost
Cost
Normal Cost
Crash
Time
Normal
Time
Time

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Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004
Use of Project Management Use of Project Management
ConceptsConcepts
Scheduling is only part of a Scheduling is only part of a completecomplete
approach to project managementapproach to project management
Tradeoffs between sophistication and cost Tradeoffs between sophistication and cost
of methodsof methods
Choice between PERT, CPM, and PDMChoice between PERT, CPM, and PDM
Project management softwareProject management software