Ir. Herwin Rubijono Hotel Ambhara 19 September Manajemen Proyek. Pengelolaan Waktu, Pengelolaan Biaya Pengelolaan Resiko, Pengelolaan Klaim

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1 Ir. Herwin Rubijono Hotel Ambhara 19 September 2016 Manajemen Proyek Pengelolaan Waktu, Pengelolaan Biaya Pengelolaan Resiko, Pengelolaan Klaim

2 Resume : M.A. Herwin Rubijono, Ir herwin.rub@gmail.com WA/SMS : 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

3 Subject : Project Time Management Project Cost Management Project Risk Management Project Claim Management

4 Project Time Management

5 Project Time Management The processes required to manage the timely completion of the project, as follows : Plan Schedule Management Define Activities Sequences Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Control Schedule Project Time Management

6 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 Conceptual and Methodologies-time Identifying and documenting dependencies among schedule activities. Precedence Diagram Method, is a technique used for constructing a schedule model in a which activities represented by node and linked by one or more logical relationship. Project Time Management

7 Conceptual and Methodologies-time Project Time Management

8 Conceptual and Methodologies-time 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

9 Conceptual and Methodologies-time Develop Schedule Identifies the scheduling method and tools used to create the schedule, and how the schedule is to be calculated. Critical Path Method (CPM) Precedence Diagram Baseline Project Schedule Actual Project Schedule Schedule Compression Scheduling Tools Project Time Management

10 Critical Path and Float Identification Conceptual and Methodologies-time Backward calculation 4 5 A A days 1 day A A60 2 days A40 A days 9 13 Forward calculation 4 days days Project Time Management

11 Critical Path and Float Identification Conceptual and Methodologies-time Backward calculation 4 5 A A days 1 day A A60 2 days A40 A days 9 13 Forward calculation 4 days days critical path Project Time Management

12 Project Time Management

13 Conceptual and Methodologies-time Time Scheduling Gantt Chart Project Time Management

14 Conceptual and Methodologies-time 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 the project. 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 to determine the minimum total project duration. Project Time Management

15 Conceptual and Methodologies-time CPM (Critical Path Method) Project Time Management

16 Project Cost Management

17 Conceptual and Methodologies-cost Cost Management Cost Estimating : Developing an estimate (approximation) of the costs of the resources needed to complete project activities. Cost Budgeting : Allocating the overall cost estimates to the individual work items in order to establish a cost baseline for measuring project performance. Project Cost Management

18 Cost Management Conceptual and Methodologies-cost

19 Conceptual and Methodologies-cost Cost Baseline, Expenditures, and Funding Requirements Project Cost Management 19

20 Earned Value, Planned Value, and Actual Costs Conceptual and Methodologies-cost Earned Value Management (EVM) is a methodology that combines scope schedule, and resource measurement to assess project performance and progress. 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 Project Cost Management

21 Conceptual and Methodologies-cost Earned Value, Planned Value, and Actual Costs EV Project Cost Management

22 Project Risk Management

23 A1 Project Risk Management Risk Management in the projects involves: Identify risk Assessing and analyzing the likelihood and impacts of risks Conceptual and Methodologies-risk Project Risk is an uncertain event or condition that, if it occurs, has an effect on at least one project objective. 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

24 Slide 23 A1 Author, 9/15/2016

25 Conceptual and Methodologies-risk 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 it possible to plan responses for those risks. Known risks that cannot be managed proactively, should be assigned a contingency reserve. Unknown risks cannot be managed proactively and therefore may be assigned a management reserve. A negative project risk that has occurred is considered an issue. Project Risk Management

26 Conceptual and Methodologies-risk Type of Risk : Risk Avoidance: changing the project plan to eliminate the risk or condition or to protect the project objectives from its impact. Risk Acceptance: accepting the consequences should a risk occur. Plan for dealing with it when it occurs, but do nothing to lessen its probability or impact. Risk Transfer or Deflection: assign the risk to a 3 rd party. (e.g. Insurance, Outsourcing) Risk Mitigation: reducing the impact of a risk event by reducing the probability of its occurrence. (e.g. contract experts) Project Risk Management

27 Conceptual and Methodologies-risk PROBABILITY Threshold of Risk Levels 5. Almost Certain Low Med High High High 4. Likely Low Med Med High High 3. Possible Low Low Med Med High 2. Unlikely Low Low Low Med Med 1. Rare Low Low Low Low Med IMPACT 1.Insignificant 2. Minor 3. Mode- 4. Major 5. Catasrate trophic Project Risk Management

28 Conceptual and Methodologies-claim Project Claim Management Project Claim Management

29 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 and effectively. Claims could be come from project owner or project contractor Claim processes : - Negotiation - Mediator - Arbitration board - Legal judgment Project Claim Management

30 Project Claim Management covered : o Claim Identification; o Claim Quantification; o Claim Prevention; o Claim Resolution

31 1. Claim Identification Identifying from scope knowledge and contract term/condition changes of some activity. Determine claim extra work Determine extra time 2. Claim quantification Determine statement of claim Determine of claim activity 3. Claim prevention Create project plan and term/condition of contract & risk management plan 4. Claim Resolution Contribution on statement of work and claim quantification definition; Contribution on contract preparation

32 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

33 End of Slide Q & A

After solving all the case studies, please forward your answers to for an extra credit.

CASE STUDIES Course Case Studies The case studies are designed to give you a glimpse of real life projects. Please give yourself enough time to solve each case study. After solving all the case studies,