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MANAJEMEN PROYEK PERANGKAT LUNAK

MANAJEMEN PROYEK PERANGKAT LUNAK. Program Pendidikan Vokasi Universitas Brawijaya Tahun 2011. Pertemuan 5. Perencanaan Proyek : PDM ( Presedence Diagramming Method) CPM (Critical Path Method). Critical Path Method Advantages:. Identifies activities that control the project length

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MANAJEMEN PROYEK PERANGKAT LUNAK

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  1. MANAJEMEN PROYEKPERANGKAT LUNAK Program PendidikanVokasi UniversitasBrawijaya Tahun 2011

  2. Pertemuan 5 PerencanaanProyek : • PDM (Presedence Diagramming Method) • CPM (Critical Path Method)

  3. Critical Path Method Advantages: • Identifies activities that control the project length • Determines shortest time for completion • Identifies activities that are critical (i.e. cannot be delayed) • Shows available float for non-critical activities • Allows evaluation of “what-if” scenarios • Allows monitoring & control of fast-track projects • With software can be resource loaded and leveled

  4. Critical Path Method Disadvantages • Only as good as the effort put forth to properly model the plan • Can be difficult to properly update • Can be easily misused • May lead to a false sense of security • Actual conditions may necessitate significant modifications to model to accurately reflect reality

  5. Precedence Diagramming Method (PDM) • PDM network rules: • Activities are represented by boxes or nodes that are assigned properties of the activity they represent • Precedences are shown by arrows that have both direction and time properties • Precedences consist of two parts: A relationship and a lag value or constraint • Finish – to – Start FS • Finish – to – Finish FF • Start – to – Start SS • Start – to – Finish SF Lag = x Days ( a negative lag is called a lead)

  6. PDM – Precedence Diagram • PDM activities are comprised of: • Activity descriptions • Nodes representing the activity • Arrows representing relationship / dependency • Points indicating direction of relationship / dependency

  7. Activity A Activity A Activity B Activity B PDM Logic Relationships Finish to Start (FS) – Activity A must Finish before Activity B may Start. The lag is usually zero. FS is the most common type. Start to Finish (SF) – Activity A must start before Activity B may Finish. The lag is usually greater than either activity duration. FS is the least common type.

  8. Activity A Activity A Activity B Activity B PDM Logic Relationships Finish to Finish (FF) – Activity A must Finish before Activity B may Finish. The lag value is usually greater than zero. FF is a less common type. Start to Start (SS) – Activity A must Start before Activity B may Start. The lag value is usually greater than zero. SS is a less common type.

  9. PDM Time Calculations • Once the Network is constructed and duration of each activity is estimated, we can determined the following four time values: • Earliest Start (ES) – The earliest possible time an activity can begin • Earliest Finish (EF) – The earliest possible time an activity can finish • Latest Start (LS) – The latest possible time an activity can start without delaying project completion • Latest Finish (LF) – The latest possible time an activity can start without delaying project completion

  10. PDM Time Calculations • ES and EF are determined by making a Forward Pass (left-to-right) through the Network. ES of an activity is equal to the latest of early finish times of its predecessors. EF is the total of the activity ES plus its duration. • LS and LF are determined by making a Backward Pass (right-to-left) through the Network. LF of an activity is equal to the smallest of the LS times of the activities exiting from the activity in question. LS of an activity is equal to its LF minus its duration.

  11. PDM Activity Notation and Assumptions • Each activity box consists of six cells • For the following example assume all activities: • Begin on the morning of the scheduled start date • End the evening of the scheduled finish date • Using a 7-day workdays per week calendar Activity Lag 0 EF ES 4 E 6 LS LF 11 2 13 Duration

  12. 6 8 4 12 D E F G 8 18 10 9 4 1 7 7 Forward Pass Example Early Start Calculations (F to G) 10 + 0 + 1 = 11 (E to G) 8 + 0 + 1 = 9 (D to G) 9 + 2 + 1 = 12 2 Largest ES 0 0 Early Finish Calculation 12 + 7 – 1 = 18

  13. 18 18 14 18 I H J K 21 18 17 24 25 34 24 19 1 4 7 4 22 31 34 27 Backward Pass Example Late Start Calculation 22 - 4 + 1 = 19 2 0 0 Late Finish Calculations (H to K) 25 - 2 - 1 = 22 (I to K) 24 - 0 - 1 = 23 (J to K) 34 - 0 - 1 = 33

  14. CPM Example Exercise B C H A 6d 11d 20d 20d J D E F 20d 13d 9d 20d G I 6d 13d FS FF SS SF

  15. CPM Example Exercise Forward Pass Results B C H A 1d 6d 7d 17d 18d 37d 63d 82d 6d 11d 20d 20d J D E F 1d 20d 21d 33d 34d 42d 43d 62d 20d 13d 9d 20d G I 34d 39d 40d 52d 6d 13d

  16. CPM Example Exercise Backward Pass Results B C H A 1d 6d 7d 17d 18d 37d 63d 82d 6d 11d 20d 20d 4d 9d 10d 20d 43d 62d 63d 82d J D E F 1d 20d 21d 33d 34d 42d 43d 62d 20d 13d 9d 20d 1d 20d 21d 33d 34d 42d 43d 62d G I 34d 39d 40d 52d 6d 13d 44d 49d 50d 62d

  17. CPM Example Exercise Backward Pass Results B C H A 1d 6d 7d 17d 18d 37d 63d 82d 6d 11d 20d 20d 4d 9d 10d 20d 43d 62d 63d 82d J D E F 1d 20d 21d 33d 34d 42d 43d 62d 20d 13d 9d 20d 1d 20d 21d 33d 34d 42d 43d 62d G I 34d 39d 40d 52d 6d 13d 44d 49d 50d 62d

  18. CPM – Float (or Slack) and Critical Path • Additional Network calculations provides other important information allowing analysis and control: • Total Float (TF) – The amount of time an activity can be delayed without delaying the overall project completion, which is equal to Late Finish minus Early Finish. • Free Float (FF) – The amount of time an activity can be delayed without delaying the start of another activity. Can be determine by subtracting the smallest Total Float going into an activity from each predecessor into that activity. • Critical Path – The path through the Network that has the longest total duration, thus it defines the shortest period of time in which the project may be completed.

  19. Float Calculation Example

  20. CPM Example Exercise Continue with Exercise B C H A 1d 6d 7d 17d 18d 37d 63d 82d 6d 11d 20d 20d 4d 9d 10d 20d 43d 62d 63d 82d J D E F 1d 20d 21d 33d 34d 42d 43d 62d 20d 13d 9d 20d 1d 20d 21d 33d 34d 42d 43d 62d G I 34d 39d 40d 52d 6d 13d 44d 49d 50d 62d

  21. CPM Example Exercise Float Results B C H A 1d 6d 7d 17d 18d 37d 63d 82d 6d 11d 20d 20d 3d 3d 25d 0d 4d 9d 10d 20d 43d 62d 63d 82d J D E F 1d 20d 21d 33d 34d 42d 43d 62d 20d 13d 9d 20d 0d 0d 0d 0d 1d 20d 21d 33d 34d 42d 43d 62d G I 34d 39d 40d 52d 6d 13d 10d 10d 44d 49d 50d 62d

  22. CPM Example Exercise Critical Path Traced B C H A 1d 6d 6d 7d 11d 17d 18d 20d 37d 63d 20d 82d 4d 3d 9d 10d 3d 20d 43d 25d 62d 63d 0d 82d J D E F 1d 20d 20d 21d 13d 33d 34d 9d 42d 43d 20d 62d 1d 0d 20d 21d 0d 33d 34d 0d 42d 43d 0d 62d G I 34d 6d 39d 40d 13d 52d 44d 10d 49d 50d 10d 62d FS FF SS SF

  23. SEKIAN

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