Perencanaan dan

01
Modul ke:

Pengendalian Proyek
Fakultas
Konsep Manajemen Proyek
Fakultas
Teknik
Program Studi
Teknik Sipil
Ir. Ali Sunandar, SST, MT, MM, ASEAN Eng.
Project

Any series of activities and tasks that:

• Have a specific objective to be completed within certain specifications
• Have defined start & end dates
• Have funding limits
• Consume human & non human resources (money, people, equipment)
• Are multifunctional

A temporary endeavor undertaken to create a unique

product, service, or result with the following characteristics:
 Temporary: a definite beginning & end
 Unique product/service/result
 Progressive elaboration
 Constrained by limited resources
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Project Management

• Project planning:
– Definition of work requirements
– Definition of quantity & quality of work
– Definition of resources needed
• Project monitoring & control:
– Tracking progress
– Comparing actual outcome to predicted outcome
– Analyzing impact
– Making adjustment

The application of knowledge, skills, tools, and techniques

to project activities to meet project requirements based
on stakeholder needs & expectations
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How to meet Project Requirements?

• By balancing competing demands among:

quality

cost

time

scope
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Project Management

Within good customer relations

Cos
e

t
Tim

Resources

Performancde / technology

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Scope
Scope Cost
Cost Time
Time Communication
Communication
•Scope
•Scopeplaning •Cost
•Cost •Activity
•Activitydefinition •Communication
•Communicationplanning
planing definition planning
•Scope estimating
estimating •Activity •Information
•Scopedefinition
definition •Activitysequencing
sequencing •Informationdistribution
distribution
•Create •Cost
•Costbudgeting •Activity •Performance
•CreateWBS
WBS budgeting •Activityresource
resource •Performancereporting
reporting
•Cost
•Costcontrol estimating •Manage
•Scope
•Scopeverification control estimating •Managestakeholders
verification stakeholders
•Activity
•Activityduration
•Scope
•Scopecontrol duration
control estimating
estimating
•Schedule
•Scheduledevelopment Quality
Quality
development
Risk
Risk •Schedule
•Schedulecontrol
•Quality
•Qualityplanning
planning
control
•Risk
•Riskmanagement •Perform
•Performquality
management quality
planning
planning assurance
assurance
•Risk
•Riskidentification
identification PM Knowledge •Perform
•Performquality
qualitycontrol
control
•Qualitative
•Qualitativerisk
riskanalysis
•Quantitative
•Quantitativerisk
analysis
riskanalysis
analysis
Areas Integration
Integration
•Develop
•Developproject
•Risk projectcharter
charter
•Riskresponse
responseplanning
planning Procurement
•Risk
Procurement •Develop
•Developpreliminary
preliminaryproject
project
•Riskmonitoring
monitoring&&control
control •Plan scope statement
•Planpurchase
purchase&& scope statement
acquisitions •Develop
Human acquisitions •Developproject
projectmanagement
HumanResource
Resource •Plan
•Plancontracting plan
management
•Human contracting plan
•Humanresource
resourceplanning
planning •Request •Direct
•Requestseller
sellerresponses
responses •Direct&&manage
manageproject
project
•Acquire
•Acquireproject
projectteam
team •Select execution
execution
•Selectsellers
sellers
•Develop
•Developproject •Monitor
projectteam
team •Contract •Monitor&&control
controlproject
projectwork
work
•Contractadministration
administration
•Manage
•Manageproject •Integrated
projectteam
team •Contract •Integratedchange
changecontrol
control
•Contractclosure
closure
•Close
•Closeproject <
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project MENU AKHIRI
 Areas of Expertise
Needed by the Project Team
PM Body of
Knowledge
(PMBOK)

PMBOK
Aplication area
guide
knowledge,
standards &
Interpersonal
regulations
skills

General
management Understanding
knowledge & the project
skills environment
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 Successful Project Management

• Within time
• Within cost
• At the desired performance/technology level
• While utilizing the assigned resources
effectively & efficiently
• Accepted by the customer

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Successful project management (today)

• Within the allocated time period

• Within the budget cost
• At the proper performance or specification level
• With acceptance by the customer/user
• With minimum or mutually agreed upon scope
changes
• Without disturbing the main work flow of the
organization
• Without changing the corporate culture

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 Potential benefits from Project
Management
• Identification of functional responsibilities to ensure that all
activities are accounted for
• Minimizing the need for continuous reporting
• Identification of time limits for scheduling
• Identification of a methodology for trade-off analysis
• Measurement of accomplishment against plans
• Early identification of problems so that corrective action
may follow
• Improved estimating capability for future planning
• Knowing when objectives cannot be met or will be
exceeded
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Roles of a Project Manager

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 Obstacles to be overcome by PM

• Project complexity
• Customer’s special requirements and scope
changes
• Organizational restructuring
• Project risks
• Changes in technology
• Forward planning and pricing

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 5 Principles of classical management

• Planning
• Organizing
• Staffing
• Controlling
• Directing

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Project Management Processes
Monitoring
& control
Plan Do plannin
g

initiating closing

Act Check

executing

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 Process Groups Interact in a Project
Monitoring &
Control
Level of
process
Executing
interaction Planning

Initiating
Closing

time
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Project Life Cycle

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PM Process Group Triangle
Monitoring
& control
planning
Project
process
groups initiating closing

executing
Life cycle

phase phase phase

Monitor Monitori Monitor

ing & ng & ing &
planni
control planni
control planni
control
ng ng ng

initiati initiaticlosin initiati

closin closin
ng ng g ng
g g

executin executing executin

g g

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 Project Boundaries

Project End
Monitoring
& control deliverables users
planning

Project Project
initiator/ inputs initiating closing

sponsor
executing Project Process
records assets

Project boundaries

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 Project Stakeholders

• Project manager
• Customer / user
• Performing organization
• Project team members
• Project management team
• Sponsor
• Influencers
• Project Management Office
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Relation between Stakeholders &
Project
project

Project
sponsor

PM

PM team

Project team

Project
stakeholder <
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Stakeholders’ Influence over Time
Influence of stake holders
high

Cost of changes

low

Project time
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 Resources of a company

• Money
• Manpower
• Equipment
• Facilities
• Materials
• Information / technology

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 Integrating activities to do by PM

• Integrating the activities to develop a project

plan
• Integrating the activities to execute the plan
• Integrating the activities to make changes to
the plan

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 Integration Management
Resources Integration
as inputs Management Outputs

• Capital
• Materials • Products
Integrated
• Equipment processes • Services
• Facilities • Profits
• Information
• Personnel

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 Why are systems necessary

Management gaps Functional gaps Operational islands

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Typical Sequence of Phases in a
Project Life Cycle
idea

Inputs PM team

Phases Initial Intermediate Final

charter plan acceptance

PM
outputs baseline approval
Scope progress handover
statement
Project
deliverables product
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Daftar Pustaka
Maya et al. (2021). Develop an Artificial Neural Network (ANN) Model to Predict Construction Project Performance in Syria. Saudi Arabia :
Journal of King Saud University – Engineering Sciences
Tautan : https://www.sciencedirect.com/science/article/pii/S1018363921000738
Elmughrabi et al. (2020). Collaborative Supply Chain Planning and Scheduling of Construction Projects. Montreal : IFAC - Papers Online
Tautan : https://www.sciencedirect.com/science/article/pii/S2405896320336247
Senna et al. (2018). Integrating Transportation Systems Management and Operations into the Project Life Cycle from Planning to
Construction : A Synthesis of Best Practices. Florida : Journal of Traffic and Transportation Engineering
Tautan : https://www.sciencedirect.com/science/article/pii/S209575641630318X
Yap et al. (2021). Revisiting Critical Delay Factors for Construction : analyzing Projects in Malaysia. Kajang : Alexandria Engineering
Journal
Tautan : https://www.sciencedirect.com/science/article/pii/S1110016820306037
Tengan and Aigbavboa. (2017). Level of Stakeholder Engagement and Participation in Monitoring and Evaluation of Construction Project in
Ghana. Primosten : Procedia Engineering
Tautan : https://www.sciencedirect.com/science/article/pii/S1877705817331788
Manajemen Proyek (Dari Konseptual sampai Operasional) Jilid 1dan 2, Iman Soeharto, Edisi kedua, Penerbit Erlangga, Jakarta, 1999.
Project Managemnt Intitute. (2013), Project Management Body of Knowledge 2013. PMI.
Callahan, M.T. (1992), Construction Project Scheduling, New York, McGraw-Hill.
Hajdu, Miklos dan Bokor, Orsolya. (2016). Sensitivity analysis in PERT networks : Does activity duration distribution matter?. Automation in
construction volume 65

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 Terima Kasih
Terima Kasih
Ir. Ali Sunandar, SST, MT, MM, ASEAN Eng.