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PROJECT MANAGER Identify the critical path.

1. A – C – D – F – G = 28,7 Hours (Critical Path)


Manajer proyek mempertimbangkan u/mengurangi aktivitas yang tidak 2. A – C – E – G = 18,5 Hours
penting  Jika kegiatan non-kritis dapat digagalkan dengan biaya 3. A – C – E – G = 18,5 Hours
4. B – E – G = 15,7 Hours
terendah dan itu akan membantu mempercepat proyek, maka ya.
What is the expected project length? 28,7 Hours
Kegiatan nonkritis perlu dilakukan sebelum aktivitas kritis.
Hours 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 30
Pertimbangkan jumlah yg diperbolehkan u/crash pd setiap kegiatan
A
B
C
PROJCET SCHEDULE (TIME)- CRITICAL PATH D
E
a) Calculate the expected time and variance for each activity. F
G
Expected time for all activities
a) Draw a Gantt chart for the project
tA =
(9 + 4(10) + 11)
6
= 106 NPW
(4 + 4(10) + 16)
tB = = 10
6
(9 + 4(10) + 11)
SLACK
tC = = 10
6
(5 + 4(8) + 11) Slack timeistilah u/membantu orang mencari tahu berapa banyak
tD = =8
6 waktu yang tersedia antara berbagai langkah proyek. Slacktidak
melakukan apa pun. Waktu yang dimiliki untuk memulai tugas demi
b) What is the expected completion time of the critical path? What is menjaga agar proyek tepat waktu. Dibuat ketika tugas-tugas tertentu
the expected completion time of the other path in the network? dari proyek membutuhkan lebih banyak waktu daripada yang lain.
Define Critical Path Kasih kelonggaran, tapi jgn di awal proyek segala jenis masalah
teknis atau keterlambatan kecil dapat menyebabkan proyek meluap.

Answer:
Berikut ini adalah gambar AOA
network diagram dari tabel diatas:

Berikut ini adalah tabel perhitungan


critical path berdasarkan forward
pass dan backward pass:

Expected completion time of the critical path is


tcritical path = tA + tC =10 + 10 = 20
Expected completion time of the other path is
tthe other path = tB + tD =10 + 8 = 18
Variance of the critical path
(11-9) 2 (11-9) 2
Vcritical path = VA + VC = [ ] + [ ] = 0,22
6 6
Variance of the other path Normal Earliest Earliest Latest Latest
Slack Critical
(16-4) 2 (11-5) 2 Activity Time Start Finish Start Finish
LS-ES Path?
Vthe other path = VB + VD = [ ] + [ ] =5 (Days) (ES) (EF) (LS) (LF)
6 6 A 5 0 5 0 5 0 Yes
B 2 5 7 6 8 1 No
c) If the time to complete path A–C is normally distributed, what is C 4 5 9 5 9 0 Yes
the probability that this path will be finished in 22 weeks or less? D 5 7 12 8 13 1 No
E 5 7 12 9 14 2 No
Project Variance (𝜎𝑝2 ) = ∑(variance of the activities on critical path)
F 5 9 14 9 14 0 Yes
Project Variance (𝜎𝑝2 ) = 0,22 G 2 14 16 14 16 0 Yes
Project Standard Deviation (σp ) = √project variance H 3 12 15 13 16 1 No
Project Standard Deviation (σp ) = √0,22 = 0,4690 ≈ 0,47 Weeks I 5 16 21 16 21 0 Yes
(Due date-Expected date of complete ) (22-20) a. Kegiatan atau aktivitas yang berada di jalur kritis adalah
Z-value = = = 4,25 aktivitas A,C,F,G, dan I karena mempunyai slack yang
σp 0,47
kami menemukan nilai-Z 4,25 di sebelah kanan rata-rata menunjukkan bernilai 0.
probabilitas 0,9997. Dengan demikian, ada kemungkinan 99,97% Panjang jalur kritis: A-C-F-G-I= 5 + 4 + 5 + 2 + 5= 21 hari
bahwa jalur A-C akan selesai dalam 22 minggu atau kurang.
CRASHING TIME & COST
d) If the time to complete path B–D is normally distributed, what is
the probability that this path will be finished in 22 weeks or less? Answer:
Project Variance (𝜎𝑝2 ) = 5 Berikut ini adalah
gambaran path
Project Standard Deviation (σp ) = √5 = 2,236 Weeks
(22 - 18 )
aktivitas pada tabel
Z-value = = 1,78 diatas:
2,236
Nilai-Z dari "1,79" di sebelah
kanan rata-rata menunjukkan Berikut ini adalah
probabilitas 0,9625. Dengan tabel hasil perhitungan biaya crash setiap harinya terhadap setiap
demikian, ada kemungkinan aktivitas dari A hingga E:
96,25% bahwa jalur B-D akan Crash
selesai dalam 22 minggu atau Normal Crash
Normal Crash Cost Immediate
Activity Time Time
kurang. Cost Cost Per Predecessor(s)
(Days) (Days)
Day
A 6 5 $900 $1.000 $100 - Forward pass —A process that identifies all the early start and early
B 8 6 $300 $400 $50 -
C 4 3 $500 $600 $100 - finish times. ES = Max {EF of all immediate predecessors}
D 5 3 $900 $1.200 $150 A EF = ES + Activity time
E 8 5 $1.000 $1.600 $200 C
Backward pass —A process that identifies all the late start and late
Perhitungan biaya crash untuk tiap harinya didapatkan dari rumus finish times. LF = Min {LS of all immediate following activities}
sebagai berikut: LS = LF – Activity time
(𝐶𝑟𝑎𝑠ℎ 𝑐𝑜𝑠𝑡 − 𝑁𝑜𝑟𝑚𝑎𝑙 𝑐𝑜𝑠𝑡)
𝐶𝑟𝑎𝑠ℎ 𝑐𝑜𝑠𝑡 𝑝𝑒𝑟 𝑝𝑒𝑟𝑖𝑜𝑑 =
(𝑁𝑜𝑟𝑚𝑎𝑙 𝑡𝑖𝑚𝑒 − 𝐶𝑟𝑎𝑠ℎ 𝑡𝑖𝑚𝑒)

Lates
Lates Slac
Norma Earlies Earlies t
Activit t k Critica
l Time t Start t Finish Finis
y Start LS- l Path?
(Days) (ES) (EF) h
(LS) ES
(LF)
A 6 0 6 1 7 1 No
B 8 0 8 4 12 4 No
C 4 0 4 0 4 0 Yes
D 5 6 11 7 12 1 No
E 8 4 12 4 12 0 Yes
Hasil perhitungan tersebut didapatkan critical path yang terpilih adalah
C-E dan membutuhkan pengerjaan proyek selama 13 hari dengan
normal time. Biaya yang diperlukan adalah $1.500. Dalam kasus ini,
aktivitas C dapat dikurangi 1 hari dengan total biaya menjadi $1.600
dan membutuhkan pengerjaan proyek selama 12 hari. Biaya yang
diperlukan untuk 4 hari adalah $582.
Akan tetapi, jika kita tidak melihat dari segi critical path, alternatif
aktivitas yang dapat dipilih adalah path B. Hal ini dikarenakan
memiliki total biaya terkecil, yaitu $300, dan membutuhkan pengerjaan
proyek selama 8 hari. Jika ingin dipercepat menggunakan crash time
menjadi $300 dan membutuhkan pengerjaan proyek hanya 6 hari.
Biaya yang diperlukan untuk 4 hari adalah $267.

The management of projects involves three phases:


1. Planning —This phase includes goal setting, defining the project, and
team organization.
2. Scheduling —This phase relates people, money, and supplies to
specific activities and relates activities to each other.
3. Controlling —Here the firm monitors resources, costs, quality, and
budgets. It also revises or changes plans and shifts resources to meet
time and cost demands
Computerized programs produce a broad variety of PERT/CPM reports,
including (1) detailed cost breakdowns for each task, (2) total program
labor curves, (3) cost distribution tables, (4) functional cost and hour
summaries, (5) raw material and expenditure forecasts, (6) variance
reports, (7) time analysis reports, and (8) work status reports.
Program evaluation and review technique (PERT) —A project
management technique that employs three time estimates for each
activity.
Critical path method (CPM) —A project management technique that
uses only one estimate per activity.
Critical path —The computed longest time path(s) through a network.
PERT and CPM both follow six basic steps. The activities on the critical
path will delay the entire project if they are not completed on time.
Activity-on-node (AON) —A network diagram in which nodes designate
activities.
Activity-on-arrow (AOA) —A network diagram in which arrows
designate activities. In an AOA network, the nodes represent the starting
and finishing times of an activity and are also called events .
Dummy activity —An activity having no time that is inserted into a
network to maintain the logic of the network. A dummy ending activity
can be added to the end of an AON diagram for a project that
has multiple ending activities.
Critical path analysis —A process that helps determine a project
schedule. To find the critical path, we calculate two distinct starting and
ending times for each activity:
Earliest start (ES) = Earliest time at which an activity can start,
assuming that all predecessors have been completed
Earliest finish (EF) = Earliest time at which an activity can be finished
j

Latest start (LS) = Latest time at which an activity can start, without
delaying the completion time of the entire project
Latest finish (LF) = Latest time by which an activity has to finish so as
to not delay the completion time of the entire project

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