MANAJEMEN WAKTU

PELAKSANAAN PROYEK
Dosen :
DR. Eri Susanto Hariyadi, PMP®
Rafama Dewi, S.Pd., S.Ars., M.T., M.P.
Referensi :
• Standards :
– Project Management Body of Knowledge (PMBOK) 6th Edition, 2017, PMI
• Textbook :
– Construction Project Scheduling and Control, by Saleh Mubarak, 4th Ed.(2019), John
Wiley and Son Inc.
– A Handbook for Construction Planning and Scheduling, by Andrew Baldwin & David
Bordoli (2014)
– Construction Scheduling Principles and Practices, by Jay S Newitt, 2nd Ed (2009)
Silabus :
No Pertemuan Materi
1 Pertemuan-1 Overview Project Time Management (PMBOK)
2 Pertemuan-2 Project Definition & WBS
3 Pertemuan-3 Activity Definition & Sequencing (Network Diagram)
4 Pertemuan-4 Project Scheduling, Critical Path Method (CPM)
5 Pertemuan-5 Resource Allocation & Leveling
6 Pertemuan-6 Schedule Compression
7 Pertemuan-7 Schedule Updating & Project Control
Pertemuan-8 UTS
1 Pertemuan-9 Program Evaluation and Review Techniques (1)
2 Pertemuan-10 Program Evaluation and Review Techniques (1)
3 Pertemuan-11 GERT and LSM
4 Pertemuan-12 Project Management Information System
5 Pertemuan-13 Construction Delay & Claims
6 Pertemuan-14 BIM based for 4D Modelling and Scheduling
7 Pertemuan-15 Wrap Up
Pertemuan-16 UAS
Penilaian
– Kehadiran 10%
– Tugas Individu/Keaktifan 15%
– Tugas Kelompok 20%
– UTS 25%
– UAS 30%
Project Time Management
Project Time Management
(PMBOK Reference)
Project Time Management includes the processes required to
accomplish timely completion of the project.

1. Define Activities
2. Sequence Activities
3. Estimate Activity Resources
4. Estimate Activity Duration
5. Develop Schedule
6. Control Schedule

6
Define Activities
• Define Activities : The process of identifying
the specific actions to be performed to produce
the project deliverables
• Output :
– Activity List
– Activity Atributes
– Milestone List
• Tools & Techniques :
– Decomposition
– Templates
– Rolling Wave Planning
Activity List
– Include all activities that will be performed on
the project
– WBS and activity list is sequential processes, but
some times they are developed concurrently
Decomposition & Template
• Decomposition: Define Scope vs Define Activity
– Define Scope : decomposition up to activity level
– Define Activity : decomposition up to deliverables level

• Template
– Contain: resource skill, hours of effort, risk
Rolling Wave Planning
• Rolling wave planning is a form of progressive
elaboration planning where the work to be
accomplished in the near term is planned in
detail at a low level of the WBS.
• Future work is planned for WBS components
that are at a relatively high level of the WBS.
Sequence Activities
• Sequence Activities : The process of identifying
and documenting relationships among activities
• Output :
– Project Schedule Networks Diagrams
• Tools & Techniques :
– Precedence Diagramming Methods
– Dependency Determination
– Applying Leads & lags
Dependencies
• Mandatory dependencies
– Are those that are inherent in the nature of the work being
done
– Called as hard logic

• Discretionary Dependencies
– Are those that are defined by the project management team
– Defined base on knowledge of best practice
– Called as preferred logic or soft logic

• External Dependencies
– Are those that involve a relationship between project
activities and non project activities
 Network Diagram: ADM
ARROW DIAGRAM METHOD (ADM) – Activity on Arrow
(AOA)
ES EF ES EF
ACTIVITY DUMMY
NODE 1 NODE 2 NODE 1 NODE 2
DURATION No Duration
LS LF LS LF
Draft Drawing
A30
20 days

Initial Design Final Design

A10 A20 A50 A60
10 days 10 days
Notes :
LS : Latest Start
Run Simulation
A40 LF : Latest Finish
15 days ES :Earliest Start
EF :Earliest Finish
ADM: Notes

• Only Finish to Start relationship between task

• May use dummies activities, as inserted simply to
show dependencies between tasks. They do not
require work or take time
 Network Diagram: PDM
PRECEDENCE DIAGRAM METHOD (PDM): Activity on Node
(AON)
L L L L
S F S F
Activity Name Activity Name

Duration Duration

E E E E
S F S F
A120
Draft
Drawing
121 20 days A140
Notes :
Initial Final
Design Design LS : Latest Start
10 days A130 10 days LF : Latest Finish
Run ES :Earliest Start
Simulation EF :Earliest Finish
15 days
Example : Network Planning using Precedence Diagram
Number Calculation

Calendar Calculation
Float
• Float : selisih LE dan EE
• Float didefisikan spare time suatu aktifitas
boleh terlambat
• Jika Float = 0 aktivitas kritis
• Tipe-tipe float :
– Total Float keseluruhan project
– Free Float ES aktifitas sesudahnya (succesor)
– Interfering Float ES successor + entire project
– Independent Float ES successor + LF predecessor
RUMUS FLOAT
TF = LF-EF or TF = LS-ES

i-1 i i+1

19
Precedence Network
• Lead & lags Application
• Four types of Dependency
Four Types of Dependencies
in PDM
1. FS = Finish to Start (Mulainya suatu aktifitas
tergantung selesainya aktifitas sebelumnya)
The initiation of the work of successor depends upon the
completion of the work of the predecessor
2. SS = Start to Start
The initiation of the work of the successor depends upon
the initiation of the work of the predecessor.
3. FF = Finish to Finish
The completion of the work of the successor depends upon
the completion of the work of the predecessor.
4. SF = Start to Finish
The completion of the successor is dependent upon the
initiation of the predecessor.
Leads and Lags
• Lag
– Sejumlah waktu tunggu suatu aktifitas itu dimulai atau diselesaikan
– Designated number of time of periods added to start or finish of the
activity
– Example: 2 days between activity A to activity B
– Relationship example: FS + 2 ; 2 days of lag

• Lead
– Sejumlah waktu lebih cepat suatu aktifitas itu dimulai atau diselesaikan
– Designated number of time of periods subtracted from start or finish the
activity
– Example: activity B start 2 days before the activity A complete
– Relationship: FS – 2: 2 days of lead
• Lead dan Lags diterapkan pada jenis hubungan ketergantungannya
(dependency)
 FS
A B

23
A B

SS

24
A B

FF

25
 SF

A B

26
 3 5

0 3
C
A (2)
(3) 3 5 5 11

0 3
D
3 -5 0
(6)
5 11
B
(5)
6 11

27
FS Dependecy (Common Situation)

S, 0 F, 5 S, 3 F

-2 days
A B
5 days
Exercises
Estimate Activity Resources
• Estimate Activity Resources : The process of
estimating the type and quantities of material,
people, equipment, and supplies required to
perform each schedule activity
• Output :
– Activity Resource Requirement
– Resource Breakdown Structure
• Tools & Techniques :
– Bottom Up Estimating
– Alternative Analysis
Activity Resource Requirement
• What type of resources and in what quantities
• Those obtain from staff acquisition and procurement
• Include:
– Manpower
• Direct or indirect
• Internal or outsource
– Material
• Direct: hardware, other (software)
• Indirect: consumables, supplies
– Subcontract
– Information
Resources Requirement &
Resource Capabilities

• Resources Requirement
– Number of resources that will be assigned
– But sometimes, too many resources will reduce
productivity

• Resources Capabilities
– Level of skill, knowledge and experience (seniority)
Resource Management

Resource Requirement

Resource Allocation

Resource Leveling
Develop Schedule
• Develop Schedule-The process of analyzing activity
sequences, durations, resource requirements, and
schedule constraints to create the project schedule
• Output :
– Project Schedule
– Schedule Baseline
• Tools & Techniques :
– Critical Path Method
– Critical Chain Method
– Resource Leveling
– What-If Scenario Analysis
– Schedule Compression
Critical Path Method
• Critical Path: schedule network analysis technique which calculate
early & late start and finish date by performing a forward & backward
calculation through project schedule network path
• Deterministic early and late start and finish date
• It is the longest path through the project

Critical Chain Method

• Critical Chain Method is schedule network analysis techniques that
modifies the project schedule to account for limited resources.
After the critical path is identified, resource availability is entered
and resource-limited schedule result is determined which resulting
altered critical path. This method adds duration buffer that are
non-work schedule activities to maintain focus on the planned
activity duration.
EARLIEST FINISH (EF) Calculation
(EF) = (ES) + (D)

LATEST START (LS)

(LS) = (LF) - (D)

Backward calculation
TOTAL FLOAT (TF)
(TF) = (LS) - (ES) = (LF) - (EF)
5 7 8 8
4 A20 A30 8
Critical Activity TF = 0
3 days 1 day
1 2 7 9 13
A10 3 5 6 6 A60
2 days 5 days
3 6 7 8
1 2 2 A40 A50 8 9 13
4 days 2 days
9
3 6 7 8

Forward calculation
Float / Slack
• Float: the amount of time a task can be delayed without
delaying the project
• Free Float: the amount of time a task can be delayed without
delaying the early start date of its successor
FF A = ES B – EF A
• Total Float: the amount of time a task can be delayed without
delaying the project completion date
• Project Float: the amount of time a project can be delayed
without delaying the externally imposed project completion
date required by the customer or management
• Negative Float: critical path tasks that are delayed or have
dictated dates can result in negative float
Program Evaluation and Review
Technique (PERT)

38
 CPM-Single Duration
Backward calculation

5 7 8 8
4 A20 A30 8
3 days 1 day
1 2 7 9 13
A10 3 5 6 6 A60
2 days 5 days
3 6 7 8
1 2 2 A40 A50 8 9 13
4 days 2 days
9
3 6 7 8

Forward calculation
Program Evaluation and Review Technique
(PERT)
• The program evaluation and review technique
(PERT) is an event-oriented network analysis
technique used to estimate project duration
when individual activity duration estimates are
highly uncertain.
• PERT applies the CPM to a weighted-average
duration estimate. PERT is considered a
probabilistic, or stochastic, method

40
Estimate Activity Durations
• The process of approximating the number of work
periods needed to complete individual activities with
estimated resources

• Method of estimation :
– Deterministic :
• Analogous Estimating
– Using the actual duration of previous, similar schedule activity as the
basis for estimating the duration of future schedule activity
• Parametric Estimating
– The estimating which quantitatively determined by multiplying the
quantity of work to be performed by the productivity rate
– Probabilistic :
• Three-Point Estimates
– An Activity duration estimate can be constructed by involving three
estimated duration (Optimistic, Pessimistic, Most Likely) using
statistical methods, such as : PERT (Program Evaluation & Review
Techniques)

41
Three Point Estimates
• An activity duration estimates can be constructed by
involving three estimated duration (optimistic (O),
Pessimistic (P), Most Likely (M) ) using statistical calculation
such as PERT (Progress Evaluation & Review Techniques)

Duration PERT = O + 4M + P
6
PERT Formula

te = activity expected time

var = activity variation

Z = value in tabel normal standard

X = targeted time
Te = project expected time
VAR = total project variation

43
Tabel
Norm
al
46
• Chapter 6 : Resource Allocation and Leveling
• Chapter 7 : Schedule Updating

49
Schedule Compression (Chp 8)
Shorten the project schedule (in planning phase related to
constraint, and in execution / control phase related to progress
performance)
▪ FAST-TRACKING
❑ Compressing the project schedule by overlapping
activities that would normally done in sequence
❑ Fast tracking often results in rework, usually increase risk and
requires more attention to communication

• CRASHING
❑ Taking action to decrease the total project duration after
analyzing a number of alternatives to determine how to
get the maximum duration compression for the least cost
❑ Moving resources from non critical tasks or adding extra
resources to the task from out side project. Crashing
almost results in increased costs.
Schedule Updating
• Past Information
• Future Information

51
Resource Leveling
• Resource leveling: schedule and cost slip in favor of
having a stable number of resources each month

• Allocate scarce resources to critical path activities

first
What-If Analysis
• A schedule network analysis is performed using the
schedule to compute the different scenarios, such as
delaying a major component delivery, extending
specific engineering durations, or introducing external
factors, such as a strike or a change in the permitting
process.
• The outcome of the what-if scenario analysis can be
used to assess the feasibility of the project schedule
under adverse conditions, and in preparing contingency
and response plans to overcome or mitigate the impact
of unexpected situations.
• Simulation involves calculating multiple project
durations with different sets of activity assumptions.
The most common technique is Monte Carlo Analysis
Project Schedule Charts
• Milestone chart:
– to report to senior management
– Only show major events, no duration
• Flowchart:
– Process flow through the system
– Used for quality, or engineering
• Bar (Gantt) Chart:
– To track progress reporting and control
– To report to the team
• Network Diagram:
– to show interdependencies between tasks, workflow
– Used for planning project, crashing and fast tracking
Control Schedule
• Control Schedule-The process of monitoring the
status of the projects to update project
progress and managing changes to the schedule
• Output :
– Works Performa ce Measurement
– Change Request
• Tools & Techniques :
– Schedule Change Control System
– Performance Measurement
– Variance Analysis
– Schedule Comparison Barcharts
Related Techniques
• Schedule change control system
– A procedures by which the project schedule may be changed
– It include tracking system, approval levels for authorizing changes

• Performance Measurement
– Progress and status of project
– To define if the schedule variations requires corrective action

• Variance Analysis
– Comparing target dates with actual start and finish date
– Detection of deviation
– Corrective solution in case of delays
Schedule Updates
• Schedule update
– Any modification to the schedule that is used to manage the
project
• Revision
– Changes to the schedule start and finish dates in the approved
project schedule (major deliverable or phase)
– As a response to scope changes or changes to estimates
• Re-baselining
– Schedule delay may be so severe, and need realistic data to
measure performance (Usually caused by unperformed of the
project implementation)
– Only be used as a last resort in controlling the schedule
Exercise
• A project has 8 activities, work seven days per week, the project start
on Dec 1:
– A10: duration = 1 day; predecessor for A20 and A60
– A20: duration = 3 days; predecessor for A30 and A50
– A30: duration = 2 days ; predecessor for A40
– A40: duration = 4 days; predecessor for A80, lead 2 days
– A50: duration = 7 days, predecessor for A70
– A60: duration = 3 days; predecessor for A70
– A70: duration = 4 days; predecessor for A80
– A80: duration = 5 days; project finish

• Exercise:
– Define the network diagram include ES & EF for forward calculation; and LF
& LS for backward calculation
– Define critical path incl the total float (0)
– Define the completion date
– Free float for A40
– Free float for A30