BMFP 4542 Project Management - Opini, Wacana, dan … Sihombing 1 THE MANAGERIAL PROCESS Clifford F. Gray Eric W. Larson Third Edition Project Management 6 BMFP 4542 Developing …

Haeryip Sihombing 1

THE MANAGERIAL PROCESSTHE MANAGERIAL PROCESS Clifford F. GrayEric W. Larson

Third Edition

Clifford F. GrayEric W. Larson

Third Edition

Project ManagementProject Management

6

BMFP 4542

6

Developing a Project PlanDeveloping a Project PlanDeveloping a Project PlanDeveloping a Project Plan

Project ManagementProject Management

Haeryip Sihombing Universiti Teknikal Malaysia Melaka (UTeM)

22

Developing the Project PlanDeveloping the Project Plan

• The Project Network–A flow chart that graphically depicts the sequence,

interdependencies, and start and finish times of the project job plan of activities that is the critical paththrough the network.

P id th b i f h d li l b d i t

33

• Provides the basis for scheduling labor and equipment.• Enhances communication among project participants.

• Provides an estimate of the project’s duration.• Provides a basis for budgeting cash flow.• Identifies activities that are critical.

• Highlights activities that are “critical” and can not be delayed.• Help managers get and stay on plan.

From Work Package to NetworkFrom Work Package to Network

WBS/Work Packages to Network

44FIGURE 1

From Work Package to Network (cont’d)From Work Package to Network (cont’d)

WBS/Work Packages to Network (cont’d)

55FIGURE 1 (cont’d)

Constructing a Project NetworkConstructing a Project Network

• Terminology–Activity: an element of the

project that requires time.

–Merge Activity: an activity that has two or more preceding

A

B D

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has two or more preceding activities on which it depends.

–Parallel (Concurrent) Activities:Activities that can occur independently and, if desired, not at the same time.

C

B D

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Constructing a Project Network (cont’d)Constructing a Project Network (cont’d)

• Terminology–Path: a sequence of connected, dependent activities.

–Critical path: the longest path through the activity network that allows for the completion of all project-related activities; the shortest expected time in which

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related activities; the shortest expected time in which the entire project can be completed. Delays on the critical path will delay completion of the entire project.

C

A B D

(Assumes that minimum of A + B > minimum of C in length of times to complete activities.)

Constructing a Project Network (cont’d)Constructing a Project Network (cont’d)

• Terminology–Event: a point in time when an activity is started or

completed. It does not consume time.–Burst Activity: an activity that has more than one

activity immediately following it (more than one d d fl i f it)

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dependency arrow flowing from it).• Two Approaches

–Activity-on-Node (AON)• Uses a node to depict an activity.

–Activity-on-Arrow (AOA)• Uses an arrow to depict an activity.

B

D

A C

Basic Rules to Follow in Developing Basic Rules to Follow in Developing Project NetworksProject Networks

• Networks typically flow from left to right.• An activity cannot begin until all of its activities are

complete.• Arrows indicate precedence and flow and can cross over

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Arrows indicate precedence and flow and can cross over each other.

• Identify each activity with a unique number; this number must be greater than its predecessors.

• Looping is not allowed.• Conditional statements are not allowed.• Use common start and stop nodes.

ActivityActivity--onon--Node FundamentalsNode Fundamentals

1010FIGURE 2

ActivityActivity--onon--Node Fundamentals (cont’d)Node Fundamentals (cont’d)

1111FIGURE 2 (cont’d)

Network InformationNetwork Information

1212TABLE.1

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Koll Business CenterKoll Business Center——Partial NetworkPartial Network

1313FIGURE 3

Koll Business CenterKoll Business Center——Complete NetworkComplete Network

1414FIGURE 4

Network Computation ProcessNetwork Computation Process

• Forward Pass—Earliest Times–How soon can the activity start? (early start—ES)–How soon can the activity finish? (early finish—EF)–How soon can the project finish? (expected time—ET)

• Backward Pass Latest Times

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• Backward Pass—Latest Times–How late can the activity start? (late start—LS)–How late can the activity finish? (late finish—LF)–Which activities represent the critical path?–How long can it be delayed? (slack or float—SL)

Network InformationNetwork Information

1616TABLE 2

ActivityActivity--onon--Node NetworkNode Network

1717FIGURE 5

ActivityActivity--onon--Node Network Forward PassNode Network Forward Pass

1818FIGURE 6

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Forward Pass ComputationForward Pass Computation

• Add activity times along each path in the network (ES + Duration = EF).

• Carry the early finish (EF) to the next activity where it becomes its early start (ES) unless…

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• The next succeeding activity is a merge activity, in which case the largest EF of all preceding activities is selected.

ActivityActivity--onon--Node Network Backward PassNode Network Backward Pass

2020FIGURE 7

Backward Pass ComputationBackward Pass Computation

• Subtract activity times along each path in the network (LF - Duration = LS).

• Carry the late start (LS) to the next activity where it becomes its late finish (LF) unless

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• The next succeeding activity is a burst activity, in which case the smallest LF of all preceding activities is selected.

Determining Slack (or Float)Determining Slack (or Float)

• Slack (or Float)–The amount of time an activity can be delayed after

the start of a longer parallel activity or activities.• Total slack

–The amount of time an activity can be delayed without

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y ydelaying the entire project.

• The critical path is the network path(s) that has (have) the least slack in common.

ActivityActivity--onon--Node Network with SlackNode Network with Slack

2323FIGURE 8

Free Slack ExampleFree Slack Example

2424FIGURE 9

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Practical ConsiderationsPractical Considerations

• Network Logic Errors• Activity Numbering• Use of Computers to Develop Networks• Calendar Dates

M lti l St t d M lti l P j t

2525

• Multiple Starts and Multiple Projects

Illogical LoopIllogical Loop

2626FIGURE 9

Air Control ProjectAir Control Project

2727FIGURE 10

Air Control Project (cont’d)Air Control Project (cont’d)

2828FIGURE 11

Extended Network Techniques Extended Network Techniques to Come Close to Realityto Come Close to Reality

• Laddering–Activities are broken into segments so the following

activity can begin sooner and not delay the work.• Lags

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• Lags–The minimum amount of time a dependent activity

must be delayed to begin or end.• Lengthy activities are broken down to reduce the delay in the

start of successor activities.• Lags can be used to constrain finish-to-start, start-to-start,

finish-to-finish, start-to-finish, or combination relationships.

Example of Laddering Using Example of Laddering Using FinishFinish--toto--Start RelationshipStart Relationship

3030FIGURE 12

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Use of LagsUse of Lags

FIGURE 6.13

Finish-to-Start Relationship

Start-to-Start Relationship

3131FIGURE 14

Use of Lags Cont’dUse of Lags Cont’d

Use of Lags to Reduce Detail

3232FIGURE 15

3333

New Product Development New Product Development ProcessProcess

FIGURE 16

Use of Lags (cont’d)Use of Lags (cont’d)

FIGURE 6.17

Finish-to-Finish Relationship

3434

FIGURE 6.18

FIGURE 19

Start-to-Finish Relationship

CombinationRelationship

Network Using LagsNetwork Using Lags

3535FIGURE 20

Hammock ActivitiesHammock Activities

• Hammock Activity–An activity that spans over a segment of a project.

–Duration of hammock activities is determined after the network plan is drawn.

H k ti iti d t t ti f

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–Hammock activities are used to aggregate sections of the project to facilitate getting the right amount of detail for specific sections of a project.

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Hammock Activity ExampleHammock Activity Example

3737FIGURE 21

Key TermsKey Terms

ActivityActivity-on-arrow (AOA)Activity-on-node (AON)Burst activityC t i i

Gantt chartHammock activityLag relationshipMerge activityN t k iti it

3838

Concurrent engineeringCritical pathEarly and late times

Network sensitivityParallel activitySlack/float—total and free

ActivityActivity--onon--Arrow Network Building BlocksArrow Network Building Blocks

3939FIGURE A1

ActivityActivity--onon--Arrow Network FundamentalsArrow Network Fundamentals

4040FIGURE A2

ActivityActivity--onon--Arrow Network FundamentalsArrow Network Fundamentals

4141FIGURE A2 (cont’d)

Koll Center Project: Network InformationKoll Center Project: Network Information

4242TABLE A3

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Partial Koll Business Center AOA NetworkPartial Koll Business Center AOA Network

4343FIGURE A3

Partial AOA Koll NetworkPartial AOA Koll Network

4444FIGURE A4

Partial AOA Koll Network (cont’d)Partial AOA Koll Network (cont’d)

4545FIGURE A4 (cont’d)

ActivityActivity--onon--Arrow NetworkArrow Network

4646FIGURE A5

ActivityActivity--onon--Arrow Network Forward PassArrow Network Forward Pass

4747FIGURE A6

ActivityActivity--onon--Arrow Network Backward PassArrow Network Backward Pass

4848FIGURE A7

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ActivityActivity--onon--Arrow Network Backward Pass, Arrow Network Backward Pass, Forward Pass, and SlackForward Pass, and Slack

4949FIGURE A8

Air Control Inc. Custom Order ProjectAir Control Inc. Custom Order Project——AOA Network DiagramAOA Network Diagram

5050FIGURE A9

Comparison of AON and AOA Comparison of AON and AOA MethodsMethods

5151TABLE A2

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THE ENDTHE END