IT Project Management Planning PDF

IT PROJECT MANAGEMENT Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project...

IT PROJECT MANAGEMENT Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project Management, Seventh Edition See the text itself for full citations. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 1 LEARNING OBJECTIVES ¡ List several planning processes and outputs for project schedule and cost management when using a predictive approach to project management ¡ Describe the project schedule management planning processes and understand contents of a schedule management plan, activity list, activity attributes, milestone list, project schedule network diagram, duration estimates, basis of estimates, schedule baseline, project schedule, schedule data, and project calendars ¡ Understand how to find the critical path and its implications on timely project completion and explain the concept of critical chain scheduling and how it can be used in organizations ¡ Summarize planning project schedule management for agile/hybrid projects including the concepts of timeboxing, the Kanban method, and relative sizing MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 2 PROJECT SCHEDULE MANAGEMENT MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 3 IMPORTANCE OF PROJECT SCHEDULES ¡ Managers often cite delivering projects on time as one of their biggest challenges ¡ Time has the least amount of flexibility; it passes no matter what happens on a project ¡ Schedule issues are the main reason for conflicts on projects, especially during the second half of projects ¡ Individual Work Styles and Cultural Differences Cause Schedule Conflicts ¡ One dimension of the Meyers-Briggs Type Indicator focuses on peoples’ attitudes toward structure and deadline ¡ Some people prefer to follow schedules and meet deadlines while others do not (J vs. P) ¡ Difference cultures and even entire countries have different attitudes about schedules ¡ Cultures may also have different perceptions of work ethic—some may value hard work and strict schedules while others may value the ability to remain relaxed and flexible MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 4 PROJECT SCHEDULE MANAGEMENT ¡ Project schedule management involves the processes required to ensure timely completion of a project. ¡ The main planning processes performed: planning schedule management, defining activities, sequencing activities, estimating activity durations, and developing the project schedule. ¡ The main documents produced are a schedule management plan, an activity list and attributes, a milestone list, a project schedule network diagram, activity duration estimates, a schedule baseline, a project schedule, and project calendars. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 5 1. PLANNING SCHEDULE MANAGEMENT Contents of the schedule management plan can include the following: ¡ scheduling methodology and tools used to create a schedule model, ¡ The purpose of this process is to if required determine the policies, procedures, and ¡ release and iteration length, or time-boxed periods documentation for planning, developing, managing, executing, and controlling the ¡ level of accuracy required for activity duration estimates project schedule. ¡ units of measure, such as staff hours, days, or weeks ¡ The project team holds meetings, consults ¡ organizational procedure links with experts, and analyzes data to help produce a schedule management plan, ¡ project schedule model maintenance which becomes a component of the project ¡ control thresholds for monitoring schedule performance, such as a management plan. percentage deviation from the baseline plan ¡ rules of performance measurement, especially if earned value management is used ¡ formats and frequency for schedule reports MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 6  WBS biasanya outputnya deliverable-based (becrpa produte) altivitas Y menghariltan 2. DEFINING ACTIVITIES > - WBS = defining activities output young ada diwbs package ¡ Using this information with the scope statement, WBS, WBS dictionary, project management plan, and other related information, the project team begins to develop a schedule by first clearly defining all the activities it needs to perform. ¡ An activity is a distinct, scheduled portion of work performed during the course of a project. Ideally, the project team and key stakeholders first define the project scope, then the time or schedule for the project, and then the project’s cost. The order of these three items reflects the basic order of the processes in project schedule management: defining activities (further defining the scope), sequencing activities (further defining the time), and estimating activity resources and activity durations (further defining the time and cost). MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 7 CREATING THE ACTIVITY LISTS AND ATTRIBUTES detail supaya bisa masuk he schedule WBs narr curup. ¡ The activity list is a tabulation of activities to be included on a project schedule. ¡ The activity attributes provide schedule-related information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity. ¡ The activity list is created by identifying the activities required to create each work package on the WBS, and any activity and its attributes must be in alignment with the WBS and WBS dictionary. ¡ The goal of the activity definition process is to ensure that project team members have a complete understanding of all the work they must do so that they can start scheduling the work. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 8 EXAMPLE OF ACTIVITY LIST ¡ unlike the deliverables described within the WBS, which are listed as nouns, activities are all listed using a verb and then a noun, using verbs such as review, create, develop, interview, write, distribute, and analyze. ↳ menghasilkan report MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 9  EXAMPLE OF - aktivitanya dibikin list ACTIVITY LIST AND ATTRIBUTES MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 10  buran activitas/deliverables sebagai ran jampe mana ↑ , tapi penanda membanth untuk CREATING A MILESTONE LIST proces tracking. ¡ A milestone is a significant point or event in a project. It usually includes many activities, and therefore a lot of work, to complete a milestone. ¡ Unlike a deliverable, which is the output of activities, and unlike an activity, which is the actual project work, a milestone is simply a marker to help in identifying necessary activities. ¡ There is usually no cost or duration associated with a milestone. ¡ Milestones are like the mile markers on a highway. Either you pass them or you do not. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 11 3. SEQUENCING ACTIVITIES > - mengurutan aktivitas Lapakah activitasnya bisa paracel/bisa jalan bareng) misal , ngoding dulv barr testing ¡ Activity sequencing involves reviewing the activity list and attributes, project scope statement, and milestone list to determine the relationships or dependencies between activities. It also involves evaluating the reasons for dependencies and the different types of dependencies. ¡ A dependency, or relationship, relates to the sequencing of project activities. ¡ For example, does a certain activity have to be finished before another one can start? Can the project team do several activities in parallel? Can some overlap? Determining these relationships or dependencies between activities has a significant impact on developing and managing a project schedule. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 12 ATTRIBUTES OF DEPENDENCIES Mandatory dependencies: inherent in the nature of the work being performed on a project, sometimes referred to as hard logic misal narvs B dulv barr A > - ,. Discretionary dependencies: defined by the project team., sometimes referred to as soft logic and should be used with care since they may limit later scheduling options bisa > - paralel tapi ditentukan project managementnya. Misal bija overlap sama devs etc. Cari biar bisa efisien. , design young , External dependencies: involve relationships between project and non-project activities > - Misal , barr bisa pasang server Kalar udan dateng Servernya. Internal dependencies: defined between two project activities. The Project Team, usually, has complete control over project activities. Note that an activity can have two of these attributes, such as an internal mandatory dependency or an external discretionary dependency MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 13 PROJECT SCHEDULE NETWORK DIAGRAMS A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities Arrow Diagramming Method (ADM) Precedence Diagramming Method (PDM) ¡ Also called activity-on-arrow (AOA) network ¡ Activities are represented by boxes diagrams ¡ Arrows show relationships between activities ¡ Activities are represented by arrows ¡ More popular than ADM method and used by ¡ Nodes or circles are the starting and project management software ending points of activities ¡ Better at showing different types of dependencies ¡ Can only show finish-to-start dependencies MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 14  Node melambangia sequence/crutiny AOA NETWORK DIAGRAM EXAMPLE = a Vertex : melambang kan jumlah hari dibntihua yg urutan predecessor : Sebelumnya A burst occurs when two or more activities follow a single node. A merge occurs when two or more nodes precede a single node. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 15 ① ↳ ⑨ St ↑ = 4 D - I = 2 ↓ dalam nodenya melambanglan prioritas ② O z = z - A = 1 Z 2 B = Z 3 A, B ↑ teknik C merging = PDM NETWORK DIAGRAM EXAMPLE PDM allows you to show different types of dependencies among activities MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 16 TASK DEPENDENCY TYPES MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 17 4. EXTIMATING ACTIVITY DURATION > - Yang melakukan estimati : orong yong mengerjakan dalam tim ¡ Duration includes the actual amount of time worked on an activity plus elapsed time (For example, even though it might take five workdays to do the actual work, the duration estimate might be two weeks to allow for resource availability. > misal, effort bil until in server - butrh hari ¡ Effort is the number of workdays or work hours required to complete a task 2 ¡ Effort does not normally equal duration ¡ People doing the work should help create estimates, and an expert should review them MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 18 THREE-POINT ESTIMATE ¡ Instead of providing activity estimates as a discrete number, such as four weeks, it’s often helpful to create a three-point estimate ¡ an estimate that includes an optimistic, most likely, and pessimistic estimate, such as three weeks for the optimistic, four weeks for the most likely, and five weeks for the pessimistic estimate ¡ Three-point estimates are needed for PERT and Monte Carlo simulations MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 19 PROGRAM EVALUATION REVIEW TECHNIQUE ¡ PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates ¡ PERT uses probabilistic time estimates ¡ duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a three-point estimate MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 20 5. DEVELOPING THE PROJECT SCHEDULE =>output : Gantt Chart ¡ Schedule development uses results of the other time management processes to determine the start and end date of the project ¡ The main output of the schedule development process is the project schedule, which is often displayed in the form of a Gantt chart. ¡ Important tools and techniques include Gantt charts, critical path analysis, and critical chain scheduling. ¡ A Gantt chart is a common tool for displaying project schedule information. ¡ Critical path analysis is a very important tool for developing and controlling project schedules. ¡ Critical chain scheduling is a technique that focuses on limited resources when creating a project schedule MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 21  GANTT CHARTS ¡ Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format ¡ Symbols include: ¡ A black diamond: a milestones ¡ Thick black bars: summary tasks ¡ Lighter horizontal bars: durations of tasks ¡ Arrows: dependencies between tasks MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 22 CRITICAL PATH METHOD (CPM) - ↳ Jalur TerPANJANG - ¡ Critical path method (CPM)—also called critical path analysis—is a network diagramming technique used to predict total project duration and show the amount of schedule flexibility on the network paths within the schedule model. ¡ A critical path for a project is the series of activities that determines the earliest time by which the project can be completed ¡ The critical path is the longest path through the network diagram and has the least amount of slack or float ¡ Slack or float is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 23  Critical Path Critical path yous ↳ = 10 dipilin - =. A - c - j - k = 10 - ① H = 1 AE-H- =10 Jadi dari antara -③ Semuarute ↑ = 4 D B B D 9 = = H k terperdek - - 2 - , duraci GE B - F - G - I - k = 9 pilih yg terlana. Kalan early , predecessory a ageliat  early start early , finish disin ; Bhattan Pomaya ! diimplementation palingcpt palindeaselesai 02 a 2S 5 & · es of > + -> - E 27 : 5 T 0 2 Y A & E =5 = 2 & Z & 10 26 mulai late E & 10 start 3 7 45 / LS If Kalar late , ngeliat Successornya. & Latestart. Late finish - - akhir , mulai dari blkg ! jd ditulisin davi belakang Critical path : A - C - j - k A E H K - - - until Keterlambato/ ngaret  CALCULATING THE CRITICAL PATH ¡ First develop a good network diagram ¡ Add the duration estimates for all activities on each path through the network diagram ¡ The longest path is the critical path ¡ If one or more of the activities on the critical path takes longer than planned, the whole project schedule will slip unless the project manager takes corrective action MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 24 MORE ON THE CRITICAL PATH ¡ A project team at Apple computer put a stuffed gorilla on the top of the cubicle of the person currently managing critical task ¡ The critical path is not the one with all the critical activities; it only accounts for time ¡ Remember the example of growing grass being on the critical path for Disney’s Animal Kingdom ¡ There can be more than one critical path if the lengths of two or more paths are the same ¡ The critical path can change as the project progresses MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 25 USING CRITICAL PATH ANALYSIS TO MAKE SCHEDULE TRADE-OFFS ¡ It is important to know what the critical path is throughout the life of a project so that the project manager can make trade-offs. ¡ By keeping track of the critical path, project managers and their team take a proactive role in managing the project schedule. ¡ By knowing the critical path, you can use several schedule compression techniques to shorten the project schedule. ¡ Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost ¡ Fast tracking involves doing activities in parallel that you would normally do in sequence MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 26  USING CRITICAL PATH ANALYSIS TO MAKE SCHEDULE TRADE-OFFS ¡ Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately following activities & ¡ Total slack or total float is the amount of time an activity may be delayed from its early start without delaying the planned project finish date dr depon big he > - ¡ A forward pass through the network diagram determines the early start and finish dates ¡ A backward pass determines the late start and finish dates dari biug depen ve MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 27 IMPORTANCE OF UPDATING CRITICAL PATH DATA ¡ It is important to update project schedule information to meet time goals for a project ¡ The critical path may change as you enter actual start and finish dates ¡ If you know the project completion date will slip, negotiate with the project sponsor MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 28 CRITICAL CHAIN SCHEDULING ↑ Constraint dari resource. - Schedulenya udah oke. tapi bisa aja ada The Theory of Constraints is based on the fact that, like a chain with its weakest link, any complex system at any point in time often has only one aspect or constraint that limits its ability to achieve more of its goal. For the system to attain any significant improvements, that constraint must be identified, and Hindari multitasking ! the whole system must be managed with it in mind. Critical chain scheduling: a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date Attempts to minimize multitasking: when a resource works on more than one task at a time MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 29  ↑ BUFFERS AND CRITICAL CHAIN feeding buffer ditaro di aktivitas sebelum critical activity A buffer is additional time to complete a task Murphy’s Law states that if something can go wrong, it will ↑ Parkinson’s Law states that work expands to fill the time allowed ↓ In traditional estimates, people often add a buffer to each Project buffer task and use it if it’s needed or not secora mum Critical chain scheduling removes buffers from individual tasks and instead creates a project buffer or additional time added before the project’s due date feeding buffers or additional time added before tasks on the critical path MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 30 PROJECT SCHEDULE MANAGEMENT AGILE/HYBRID PROJECT MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 31 SCHEDULE PLANNING FOR AGILE PROJECT ¡ Instead of creating a detailed schedule for all of the activities required to complete an entire project, agile teams focus on the most valuable work they can complete within each iteration. This approach is often called time-boxing. ¡ In addition to using timeboxing, some agile teams use the Kanban method for project scheduling. ¡ Gantt charts can also be used on agile/hybrid projects, but they should be created to focus on implementing the strategy from the product roadmap. If Gantt charts are used, they should be updated after each sprint to reflect the work the customer desires as summarized in the updated product backlog and product roadmap. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 32 TIMEBOXING > - bikin schedule yang lebih agai general ↳ biasanya v/scrum ¡ A timebox is a previously agreed upon time period during which a team works towards completion of a goal. A sprint, for example is a timebox of 30 days or less. ¡ Instead of working on a goal until it is completed, agile teams complete as much work as they can within their timebox. If a sprint team cannot finish all the user stories planned in a sprint, they simply move the unfinished items into the next sprint. ¡ The development team performs the most detailed schedule planning for agile projects during the sprint planning meetings where they create the sprint backlog. ¡ During sprint planning, the developers review the prioritized product backlog and initial release plan, discuss the items with the product owner to make sure they understand them, and then select how many items they think they can complete during the sprint. These items are then discussed in more detail to develop good estimates. MisdI jatr Sprint 2 oinggu etc , dibikin boxing nya.. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 33 DEPENDENCIES IN AGILE ¡ Ideally, one Scrum team can perform all the work in their scrum backlog. ¡ Scrum teams are cross-functional and should not rely on anyone outside of the team to perform the work. ¡ If there are dependencies within backlog items, the team should identify those and work on them accordingly. ¡ When there are multiple Scrum teams, you can hold a Scrum of Scrums, where representatives from each team meet to coordinate efforts and dependencies. ¡ It’s also important for the product owner to plan 2-3 iterations ahead so developers can help identify dependencies early. This approach allows time to work with other teams and prioritize and refine the backlog properly. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 34 KANBAN METHOD > - ledin fleksibel. bilin schedule secara real-time. ¡ the Kanban method is “a means to design, manage, and improve flow systems for knowledge work. ¡ The method also allows organizations to start with their existing workflow and drive evolutionary change. ¡ They can do this by visualizing their flow of work, limit work in progress (WIP) and stop starting and start finishing. ¡ A general term for systems using the Kanban method is flow – reflecting that work flows continuously through the system instead of being organized into distinct timeboxes.” ¡ The Kanban method does not use time-boxing, does not define any specific roles for the team, and focuses on cycle time. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 35  ↓ Kandan disesraiken dengan Kerjaan tim KANBAN METHOD Ibiar gaada bottlenech Laktivitas ( , embtas activitas expendite : prioritas lebin tinggi MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 36 CHAPTER SUMMARY ¡ Planning processes for schedule management using a predictive approach include planning schedule management, defining activities, sequencing activities, estimating activity durations, and developing a project schedule. ¡ A project network diagram shows the sequencing of project activities, and a Gantt chart is a standard format for displaying project schedule information by listing activities and their corresponding start and finish dates in a calendar format. ¡ It is also important to understand critical path analysis to make schedule trade-off decisions. Critical chain scheduling can also help in scheduling when there are scarce resources involved in a project. ¡ For agile projects, teams use a very different approach for planning schedule and cost management. Work is prioritized and time- boxed into sprints, which often last only 2-4 weeks. Some teams use the Kanban method or kanban boards to focus on improving the flow of work. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 37