PERTEMUAN IMPLEMENTASI MANAJEMEN PROYEK

TIK Mahasiswa mampu menunjukan manajemen proyek pengembangan produk secara efektif.

PERT/CPM A PERT/CPM Network. Translating task list into network segments. Network for house construction ?

A Rules of Networking One Destination Even Completion Dummy Activity Level of Detail Plan versus Actual Example : networking error

Activity Slack Earlist Start Latest Start Slack Example:

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.

Problems: 1.The Manager for a project to develop a special antenna system is preparing a PERT- based project plan. Data for plan are given below :

Activity NumberDescriptionExpexted time (days) 1-2Design frame4 1-3Procure mechanism5 2-4Procure parts1 3-4Dummy 3-7Determine repair requirements4 4-6Assemble2 4-7Hire maintenance crew 6-7Test1

Questions: 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: Figure 14-4

… 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.

The following data have been collected for certain project: ActivityNormalCrash Predecessor eventSuccessor eventTime (days)Cost ($)Time (days)Cost (&)

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.

d. Perform time-cost trade-off analysis, crashing down to the minimum possible project duation. Display each of the time-cost alternative.