114-1
PERTEMUAN 11-12
IMPLEMENTASI
MANAJEMEN PROYEK
214-2
TIK
• Mahasiswa mampu menunjukan manajemen
proyek pengembangan produk secara efektif.
314-3
PERT/CPM
• A PERT/CPM Network.
• Translating task list into network segments.
• Network for house construction ?
414-4
A Rules of Networking
•
•
•
•
•
One Destination
Even Completion
Dummy Activity
Level of Detail
Plan versus Actual
Example : networking error
514-5
Activity Slack
• Earlist Start
• Latest Start
• Slack
Example:
614-6
Options in New Products Organization
3. Balanced Matrix: Both functional and project views are
critical.
– May lead to indecision and delay.
– Many firms are making it work successfully.
4. Project Matrix: High projectization, team people are
project people first and functional people second.
– People may drive the project even against department’s
best wishes.
– IBM PC developed this way.
5. Venture: Team members pulled out of department to work
full time on project.
714-7
Problems:
1. The Manager for a project to develop a
special antenna system is preparing a PERTbased project plan.
Data for plan are given below :
814-8
Activity Number
Description
Expexted time (days)
1-2
Design frame
4
1-3
Procure mechanism
5
2-4
Procure parts
1
3-4
Dummy
3-7
Determine repair requirements
4
4-6
Assemble
2
4-7
Hire maintenance crew
6-7
Test
1
914-9
Questions:
Figure 14-4
a. Draw the network
b. Enter your own reasonable expected times in two
empty spaces (for activities 3-4 and 4-7). Compute
and indicate the critical path.
c. Compute slack times for all activities, assuming that
the project is scheduled for completion in the
number of days on the critical path.
d. Five working days have passed, and status data have
been received, as follows:
14-10
10
…
1) Activity 1-2 was completed in five days.
2) Activity 1-3 was completed in four
days.
3) Activity 4-6 was been restimated at
four days.
Based on the data, recompute the
critical path and slack on all of the
remaining project activities.
14-11
11
2. The following data have been collected for
certain project:
Activity
Normal
Crash
Predecessor event
Successor event
Time (days)
Cost ($)
Time (days)
Cost (&)
1
2
6
250
5
360
2
3
2
300
1
480
2
4
1
100
1
100
2
5
7
270
6
470
3
4
120
1
200
4
5
200
1
440
14-12
12
Questions:
a. Draw the network
b. Enter your own reasonable expected times in
two empty spaces (for activities 3-4 and 4-5)
Compute and indicate the critical path.
c. Compute the slack times for each activity in
the network, using 12 days as the project due
date.
14-13
13
d. Perform time-cost trade-off analysis, crashing
down to the minimum possible project duation.
Display each of the time-cost alternative.