Project Monitoring dan Controlling

Copyright 2009 - ESH

Overview V.3.0

Mapping of Construction Project Life Cycle and PMBOK

Project Delivery System, Contract System

The Brief, Identification of alternatives, Site Investigation, Public Input, Code Analysis, Preliminary Cost Estimate, Financial Feasibility Analysis, Funding, Site Selection and Land Acquition

Schematic Design Detail Design

Legal/Contract Issue, Planning & Scheduling, Budgeting and Cost System, Organizing of Worksite, Subkontraktor, Project Organization

Project Monitoring & Control, Safety Management, Material Management, Documentation and Communication

PMBOK Side

Project Charter Scope Management

Procurement Management

Scope Management

Earn Value Performance Report

Time Management
Cost Management HR Management Risk Management

PM Mapping
Knowledge Area & Processes Initiating Planning Executing Monitoring & Controlling 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control Closing

4. Project Integration Management

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4,3 Direct & Manage Project Execution

4.6 Close Project or Phase

5. Project Scope Management

5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 6.1 6.2 6.3 6.4 6.5 Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule

5.4 Verify Scope 5.5 Control Scope

6.Project Time Management

6.6 Control Schedule

7. Project Cost Management 8. Project Quality Management 9. Project HR Management

7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality 8.2 Perform Quality Assurance

7.3 Control Cost 8.3 Perform Quality Control

9.1 Develop HR Planning

9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team
10.3 Distribute Information 10.4 Manage Stakeholder Expectation 10.5 Report Performance

10. Project Communication Mgt

10.1 Identify Stakeholder

10.2 Plan Communication

11. Project Risk Management

11.1 11.2 11.3 11.4 11.5

Plan Risk Management Identify Risk Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses
12.2 Conduct Procurement

11.6 Monitor and Control Risk

12. Project Procurement Mgt.

12.1 Plan Procurement

12.3 Administer Procurement

12.4 Close Procurement

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Pengendalian Waktu dan Biaya Proyek

Copyright 2009 - ESH

Overview V.3.0

Biaya Proyek

Biaya Proyek merupakan total biaya yang diperlukan untk menyelesaikan proyek Biaya Proyek disusun dari biaya-biaya aktifitas proyek Menyusun biaya proyek Determine Budget Menghitung biaya aktifitas proyek Estimate Cost

Pembuatan Budget Proyek (Cost Baseline)

Estimasi Biaya Per Aktifitas

Menyusun Total Biaya Proyek

Teknik Determine Budget

Metode Analogous Metoda Parametrik Metoda Bottom Up, dengan menggabungkan biaya per aktivitas (Estimate Cost). Teknik Estimate Cost didasarkan atas sumber daya (resource based) :

Tentukan Sumberdaya aktifitas (resource)

Material, Tenaga Kerja, Peralatan, dll

Hitung biaya sumberdayanya Hitung biaya aktifitasnya

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Membuat Schedule Barchart

Buat Network Planning Hitung Earliest Time dan Latest Time dengan CPM (Critical Path Method) Buat Barchart dengan Start-Finish Aktifitas menggunakan Earliest Time

Cost Baseline

Suatu budget proyek yang didistribusikan selama masa proyek sesuai schedule yang sudah dibuat

Cost Baseline (Sample)

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Network Planning (Perhitungan Jalur Kritis)

Backward calculation
5 4 1 2 A20 3 hari 7 8 A30 1 hari 8 8 7 6 8 A50 2 hari 6 7 8 8 9 9 9 13

A10
2 hari 1 2 2

3
3 A40 4 hari 3

5
6

6 7

A60
5 hari 13

Forward calculation
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BAR CHART
AC TIVITY PRE DE C E S OR TIME DE PE NDE NC Y RE S . RE Q. RE S . (DAY) , LAGS PE R DAY C OS T TOTAL C OS T 1 2 3 4 5 6 7 8 9 10 11 12 13

A10 A20 A30 A40 A50 A60

A10 A20 A10 A40 A30, A50

2 3 1 4 2 5

FS , 0 FS , 0 FS , 0 FS , 0 FS , 0 FS , 0

4 2 2 3 1 2

50 50 50 50 50 50

400 200 200 300 100 600 100 500 2000

RE .RE Q

100 100 100 100 150 150 150 150 50 50 100 100 100 100 100
200 200 250 250 250 250 50 50 100 100 100 100 100

C UM.E X 200 400 650 900 1150 1400 1450 1500 1600 1700 1800 1900 2000

4 4 5 5 5 5 1 1 2 2 2 2 2
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Cost Baseline (Sample)

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Earn Value Measurement (EVM)

The earned value technique in its various forms is a commonly used method of performance measurement
It integrates project scope, cost, and schedule measures to help the project management team assess project performance The EVM methodology integrates scope, schedule, and resources, to objectively measure project performance and progress

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EVM Parameters
PLAN
PV (Planned value)

ACTUAL
EV (Earn Value) AC (Actual Cost)

Planned Value the authorized budget assigned to the schedule work to be accomplished for a schedule activity or work breakdown structure component Earn Value is the value of work performed expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component Actual Cost is the total cost actually incurred and recorded in accomplishing work performed for a schedule activity or work breakdown structure component
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EVM Indicators
VARIANCE INDICATOR :

Cost Variance (CV) Schedule Variance (SV)

= EV-AC = EV-PV

INDEX INDICATOR :

Cost Performance Index (CPI) = EV/AC Schedule Performance Index (SPI) = EV/PV

CV<0 :?, CV=0 :?, CV>0 :?, CPI<1 :?, CPI=1 :?, CPI>1 :? SV<0 :?, SV=0 :?, SV>0 :? , SPI<1 :?, SPI=1 :?, SPI>1 :?
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S-Curve
Planned Value Actual Cost

Cumulative Value

Cost Variance

Budget at Completion (BAC)

Schedule Variance Earned Value Data Date

Time

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EVM Calculation (1/3)

Development 5 modules: A, B, C, D, E
Modules will be produced per period Cost per module = $ 10

Sample case:

S Curve E D C C B A 4 $ 40 D C B A 5 $ 50
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B A 1
Accumulative Cost (Schedule) $ 10

B A 3 $ 30

A 2 $ 20

Period

EVM Calculation (2/3)

Condition case 1:
PV EV

In 3 rd period: $ 40 is expended Module completion: A=100%, B= 100%, C= 100%, D=100%, E=50% A Accumulative Cost (Sched) Cost (Act) Value (performed) 1 $ 10 $ 10 $ 10

E D C

AC

B
A 2 $ 20 $ 20 $ 20

B
A 3 $ 30 $ 40 $ 45 4 $ 40 5 $ 50 Period PV AC EV
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EVM Calculation (3/3)

Condition case 2:
In 3 rd period: $ 30 is expended Module completion: A=100%, B= 100%, C= 50%, D=0%, E=0% A C B A 2 $ 20 $ 20 $ 20 B A 3 $ 30 $ 30 $ 25 4 $ 40 5 $ 50 Period

AC EV

Accumulative Cost (Sched)

Cost (Act) Value (performed)

1 $ 10 $ 10 $ 10

PV
AC EV
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Project Forecasting

Overview V.3.0

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Project Forecasting

Parameter untuk melakukan project Forecasting Estimate At Completion (EAC) EAC : meramalkan berapa total biaya proyek pada saat akhir proyek untuk kondisi status project tertentu (saat ini)

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S-Curve
Planned Value Actual Cost

Cumulative Value

Cost Variance

Budget at Completion (BAC)

Schedule Variance Earned Value Data Date

Time

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Estimate at Completion (EAC)

Alternative 1 : EAC = Actual + Remaining Budget = AC + (BAC EV)
Use when current variances are thought to be atypical of the future

Alternative 2 : EAC = Actual + Remaining Budget/CPI = AC + (BAC EV) / CPI

Use when current variances are thought to be typical of the future

Alternative 3 : EAC = Actual + Remaining/CPI/SPI

Worst case scenario

Alternative 4: EAC = BAC / CPI

Used when if no variances from the BAC have occurred or will continue at the same rate of spending

Alternative 5: EAC = Actual + New Estimate for Remaining Budget = AC + ETC

Use when original estimate was fundamentally flawed 24 24