Embed Size (px)
Citation preview
Pengelolaan Waktu, Pengelolaan Biaya Pengelolaan Resiko, Pengelolaan Klaim
Ir. Herwin Rubijono
19 September 2016
Manajemen Proyek
Hotel Ambhara
Resume :M.A. Herwin Rubijono, [email protected]/SMS : 0812-98920067
Background :
Education :S1 Teknik Komputer
Port folio :- IT Consultant;- Project Management- SOP
Working Experience :- PT Prosys Bangun Nusantara;- PT Alcatel Indonesia;- PT EB Connection;- PT HP Indonesia;- PT Multi Media Arto Sentosa (now)…Projects:- Grand Indonesia;- Chevron Oil Company;- PT Telkom (SDP Project);- PT Telkom (Seat Management);- PT TGI;- PT PGN- Others……
Trainer/Instructor:- Prosys Bangun Nusantara- PLN- VICO- PT. Aneka Tambang- PT. Pakuwon Jati- PT. Adaro- ESDM- PT. Medco- PT. ANJ- PT. Pertamina- PT. Djarum- PII- Others……
Project Time Management
Project Cost Management
Project Risk Management
Project Claim Management
Subject :
Project Time Management
Project Time Management
Project Time Management
The processes required to manage the timely completion of the project, asfollows :
Plan Schedule Management Define Activities Sequences Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Control Schedule
Define Activities, Milestone, Activity Sequence Activity List A comprehensive list of all schedule activities that are planned to be performed
on the project. Helps project team members to understand what work is to be performed.
Milestone A significant point or event in the project. An event that is possibly restraining future work or marking the completion of
a major deliverable. A schedule milestone has zero duration. Sometimes called a milestone activity.
Activity Sequence Identifying and documenting dependencies among schedule activities.
Precedence Diagram Method, is a technique used for constructing a schedule modelin a which activities represented by node and linked by one or more logicalrelationship.
Conceptual and Methodologies-time
Project Time Management
Conceptual and Methodologies-time
Project Time Management
Estimate Activity Resource Resource requirements: What resources (persons, equipment, or materials)
What quantities of each resource will be used
When each resource will be available to perform project activities
Conceptual and Methodologies-time
Identifies the scheduling method and tools used to create theschedule, and how the schedule is to be calculated. Critical Path Method (CPM) – Precedence Diagram Baseline Project Schedule Actual Project Schedule Schedule Compression Scheduling Tools
Develop ScheduleConceptual and Methodologies-time
Project Time Management
Forward calculation
Backward calculation
A10
2 days
A20
3 days
A40
4 days
A30
1 day
A50
2 days
A60
5 days
3 6
9
7 9
8
3 7
5
1
8
84
2
Critical Path and Float Identification
2
1 2
7 8
13
9 136
3 6
8
7 8
5 6
Conceptual and Methodologies-time
Project Time Management
Forward calculation
Backward calculation
A10
2 days
A20
3 days
A40
4 days
A30
1 day
A50
2 days
A60
5 days
3 6
9
7 9
8
3 7
5
1
8
84
2
Critical Path and Float Identification
2
1 2
7 8
13
9 136
3 6
8
7 8
5 6
critical path
Conceptual and Methodologies-time
Project Time Management
Project Time Management
Time Scheduling – Gantt Chart
Conceptual and Methodologies-time
Project Time Management
Critical Path
Critical Path Generally - not always - the sequence of schedule activities that determines
the duration of the project. Generally, it is the longest path through theproject.
Critical Path Method Used to determine the amount of scheduling flexibility (the amount of float)
on various logical network paths in the project schedule network, and todetermine the minimum total project duration.
Conceptual and Methodologies-time
Project Time Management
CPM (Critical Path Method)
Conceptual and Methodologies-time
Project Time Management
Project Cost Management
Cost Estimating :Developing an estimate (approximation) of the costs of the resourcesneeded to complete project activities.
Cost Budgeting :Allocating the overall cost estimates to the individual work items inorder to establish a cost baseline for measuring project performance.
Conceptual and Methodologies-cost
Cost Management
Project Cost Management
Conceptual and Methodologies-cost
Cost Management
19
Cost Baseline, Expenditures, and Funding Requirements
Conceptual and Methodologies-cost
Project Cost Management
Earned Value, Planned Value, and Actual Costs
Project Cost Management
Conceptual and Methodologies-cost
Earned Value Management (EVM) is a methodology that combines scopeschedule, and resource measurement to assess project performance andprogress. Planned Value (PV) Earned Value (EV) Actual Cost (AC)
Variance from the approval baseline will also be monitored : Schedule Variance (SV) = EV – PV Cost Variance (CV) = EV – AC Schedule performance index (SPI) = EV/PV;
SPI <1 : behind schedule; SPI=1 : on schedule SPI>1 : Ahead Schedule
Cost Performance index (CPI)=EV/AC CPI <1 : over planned cost; CPI=1 : on planned cost; CPI > 1 : Under Planned cost
Earned Value, Planned Value, and Actual Costs
EV
Conceptual and Methodologies-cost
Project Cost Management
Project Risk Management
Conceptual and Methodologies-risk
Risk Management in the projects involves: Identify risk Assessing and analyzing the likelihood and impacts of risks Trying to reduce the uncertainties (by gathering more information
or making different decisions) Trying to lessen the impacts of risks Developing contingency plans for critical risks Monitoring risks as the project progresses
Project Risk Management
Project Risk Management“Project Risk is an uncertain event or condition that, if it occurs, has aneffect on at least one project objective”.
A1
Slide 23
A1 Author, 9/15/2016
Origin of Project Risk
• Project risk has its origins in the uncertainty present in all projects:
Known risks are those that have been identified and analyzed, making itpossible to plan responses for those risks. Known risks that cannot bemanaged proactively, should be assigned a contingency reserve.
Unknown risks cannot be managed proactively and therefore may beassigned a management reserve.
• A negative project risk that has occurred is considered an issue.
Conceptual and Methodologies-risk
Project Risk Management
Type of Risk :
Risk Avoidance: changing the project plan to eliminate the risk or conditionor to protect the project objectives from its impact.
Risk Acceptance: accepting the consequences should a risk occur. Plan fordealing with it when it occurs, but do nothing to lessen its probability orimpact.
Risk Transfer or Deflection: assign the risk to a 3rd party. (e.g. Insurance,Outsourcing)
Risk Mitigation: reducing the impact of a risk event by reducing theprobability of its occurrence. (e.g. contract experts)
Project Risk Management
Conceptual and Methodologies-risk
Threshold of Risk LevelsPROBABILITY
5. AlmostCertain
4. Likely
3. Possible
2. Unlikely
1. Rare
IMPACT 1.Insigni-ficant
2. Minor 3. Mode- 4. Major 5. Catas-rate trophic
High HighHigh
High High
High
Med
Med Med
Med Med
Med Med
Med
Low
Low
Low Low Low
LowLow
Low
Low
Low
Low
Conceptual and Methodologies-risk
Project Risk Management
Project Claim Management
Project Claim Management
Conceptual and Methodologies-claim
Claims management describes the processes required to prevent project claim,to mitigate the effect of those that do occur, and to handle claims quickly andeffectively.
Project Claim Management
Conceptual and Methodologies-claim
Claims could be come from project owner or project contractor
Claim processes :- Negotiation- Mediator- Arbitration board- Legal judgment
Project Claim Management covered :o Claim Identification;o Claim Quantification;o Claim Prevention;o Claim Resolution
1. Claim IdentificationIdentifying from scope knowledge and contract term/condition changes of some activity.Determine claim extra workDetermine extra time
2. Claim quantificationDetermine statement of claimDetermine of claim activity
3. Claim preventionCreate project plan and term/condition of contract & risk management plan
4. Claim ResolutionContribution on statement of work and claim quantification definition;Contribution on contract preparation
Claim Causes :o Changes in subsurface conditions;
o Discrepancies and ambiguities in plans and specifications;
o Neglect or delay;
o Sending other contractors onto the site;
o Delays and Changes in the work
End of SlideQ & A
