project planning - lab sistem dan manajemen · 03/02/2009 · [email protected] strategic linkages...
TRANSCRIPT
Benefit of Planning
• Reduce Uncertainty• Key to success
• Increase effectiveness and efficiency• Starting point for controlling
Type of Planning
Strategic Corpr/Bus Top Uncertain
Tactical Functional Middle Probabilistic
Action Opr’tional Opr’tional Deterministic
Type Scope Mgt.Level Bus.Environmet
Strategic LinkagesCorporate Strategy
Business Strategy
Functional Strategy
Operation/Production Management
Management Level
Corporate/Business
Business/Functional
Operational
Middle
Top
Operational
Attention of Organizational Level
Org. Level Mgt Level Performance Org. Focus Mgt. Attn
Corporate Top Return Gov.Structue Fiscal
Business Middle Market Share Process MarketCust.Satisfactn
Operation Operational Efficiency Work ProcessProductivity
Corporate Strategy
• Scope : Corporate/ Enterprise• Objectives : Growth• Performance : ROI/RONA/ROE…..• Formulation :
– Penetration– Market Development– Product Development– Diversification
Ansoff StrategyProduct
EXISTING NEW
NEW
EXISTING
PENETRATION PROD. DEV
MARKT. DEV DIVERSIVICATION
Ma
r
ke
t
Business Strategy
• Scope : SBU• Objective : Competitiveness• Performance : Market Share• Formulation:
– Cost Leadership– Differentiation– Focus
Functional Strategy
• Scope : Business Function• Objective : Competitive Priority
• Performance : – Target– Cost
Operation Strategy
• Scope : Production/operation• Objective : Competitive Priority• Performance :
– Quality– Cost– Delivery– Flexibility– Safety
Example of Operation Objective
QUALITYTAHUN INI 5 TAHUN YAD KOMPETITOR
Kepuasan konsumen 75 % 85 % 75 %Persentase scrapdan reject 15 % 5 % 10 %Biaya garansi ( % penjualan) 1 % 0.5 % 1%
COST
COGM ( % COGS ) 55 % 45 % 50%ITO 41 x 52 x 50 x
Example of Operation Objective
DELIVERY
TAHUN INI 5 TAHUN YAD KOMPETITOR
Fill Rate 90% 95% 95%Lead Time (minggu ) 3 1 1
FLEXIBILITYWaktu untuk 10 bulan 6 bulan 8 bulanmengenalkan produk baruWaktu perubahan kapasitas 3 bulan 3 bulan 3 bulan
Operational Management
• Scope : Production/Operation
• Objective : Efficiency• Performance:
» Quality» Cost» Delivery» Flexibility» Safety
Basic Concept of PlanningDescription of activities to achieve the
setting objective
Objective
Activity A Activity B….Activity N
Activity• Realistic
• Complete and Exhaustive• Need Resources
(Time, Man, Machine, Material Money)
Basic Activity Non Basic
Project Scheduling
Jadwal Induk Jadwal Rinci( Master Schedule) (Working Schedule)
Managerial Operational
Good Schedule
• Easy to understand• Detail• Non conflicting• Reliable• Concordance with available resources• Identify critical activity and path
Step in Scheduling
• Understand the objective• Identify Activity/Task• Estimate time for each activity• Identify dependability among activities• Schedule activities concordance with:
» due date» resources
Scheduling With CPM
• Identify Activity/Task• Estimate time for each activity• Identify dependability among activities• Make Network diagram• Identify critical path• Make schedule:
• Forward Pass (Maju)• Backward Pass (Mundur)
Work Breakdown Structure• 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.
• 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.
Project Breakdown StructureThe structure of hierarchical physical
components starting from total project to basic elements
X
A CB
B1 B2
Level 0
Level 2
Level 1
Level n
Step in Developing PBS• Develop the initial PBS in top down fashion• Review and revise the completed PBS with all affected
managers and specialist, until agreement is reached on its validity
• Identify work control package to be planned, estimated, budgeted, scheduled, and controlled
• 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
• Evaluate the results to identify problems and initiate corrective action.
Project Breakdown StructureThe structure of hierarchical components starting
from total project to basic elements
X
A CB
B1 B2
Level 0
Level 2
Level 1
Level n
S
S1
E1
Work Breakdown Structure• 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.
• 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.
CPM MethodSistem Notasi :
• Arrow System • Node System
Arrow System:• Activity :
• Dummy Activity:
• Event :
Rule of Network Diagram 1. Suatu Asktivitas hanya dapat dimulai apabila
aktivitas yang mendahuluinya ( predecessor) telah selesai
2. Diantara 2 event yang sama hanya bolehdigambarkan sebuah anak panah
3. Hanya ada satu initial event dan sebuahterminal event
4. Panjang pendek anak panah tidak memilikiarti
5. Penomoran dari kecil kebesar
Critical path• Notation
– ES: Earliest Starting time– EC: Earliest Completion time– LS: Latest Starting time– t : Activity duration
• Rule 1– 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
• Rule 2– 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)P(i) ={set of immediate predecessors of activity
• Rule 3– EC of activity i is the activity’s ES plus its
estimated time, tiEC(i) = ES (i) + ti
• Rule 4– EC of a project is equal to the ES of every
last noden, in the project network.EC ( Project)= EC(n)
•Rule 5Unless the LC of a project is explicitlyspecified, it is set equql to the EC of the project. This is called the Zero project slack convention
LC ( Project)= EC(Project)
•Rule 6If a desired deadline, Tp is specified for aproject, thenLC ( Project = Tp
•Rule 7LC 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 8LS for activity j is LC minus activity time:LS(j)=LC(j)-ti
Forward Pass
1 54
3
2 6 7A(6) B(3) D(6) E(3) F(3)
C(6)00
12
6 9
1218 21 24
6
6
12
12 18 21 24
Forward Pass
1 54
3
2 6 7A(6) B(3) D(6) E(3) F(3)
C(6)
2424212118181212
12
1212
6
9600
Critical Path
• Path with least slack in the network diagram
• The longest path in the network diagram
Slack• Total Slack (TS)
– Amount of time an activity may be delayed from its ES without delaying the EC of the projectTS(j)=LC(j)-EC(j) or TS(j)=LC(j)-ES(j)
• Free Slack (FS)– Amount of time an activity may be delayed
from its ES without delaying the starting time of any of its immediates predecessorFS(j)= Min{ES(i)}-EC(j)
Critical Path
1 54
3
2 6 7A(6) B(3) D(6) E(3) F(3)
C(6)
2424212118181212
12
1212
6
9
600
S CurveActivities Schedule Budget
3 6 9 12 15 18 21 24 (Juta Rp)
A 5 5 10 B 20 20C 9 9 18D 6 6 12E 25 25F 15 15
% Penyerapan 5 5 29 9 6 6 25 15% Kumulatif 5 10 39 48 54 60 85 100
Rp Penyerapan 5 5 29 9 6 6 25 15