FAQ
Frequently Asked Question
PMBOK GUIDE 6th Edition:
Chapter 06 PROJECT SCHEDULE MANAGEMENT
Pertanyaan (silahkan dijawab dan masing-masingnya merujuk ke halaman berapa di PMBOK):
1. Apa Objective dan key concept dari Project Schedule management? Ada berapa proses
pada Project Schedule Management? Apa tujuan dari masing-masing proses?
Objective dan key concept dari Project Schedule management
- Project scheduling provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope and serves as a tool for communication, managing stakeholders’ expectations, and as a basis for performance reporting.
- The project management team selects a scheduling method, such as critical path or an agile approach. Then, theproject-specific data, such as the activities, planned dates, durations, resources, dependencies, and constraints, are entered into a scheduling tool to create a schedule model for the project. The result is a project schedule
Proses pada Project Schedule Management dan tujuan masing-masing nya:
- 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
- 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
- 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities.
- 6.4 Estimate Activity Durations—The process of estimating the number of work periods needed to complete individual activities with the estimated resources.
- 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
- 6.6 Control Schedule—The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.
Page 173.
2. Bagaimana penerapan Schedule Management pada smaller projects dan larger projects?
For Smaller projects:
Defining activities, sequencing activities, estimating activity durations, and developing the schedule model are so tightly linked that they are viewed as a single process that can be performed by a person over a relatively short period of time. These processes are presented here as distinct elements because the tools and techniques for each process are different.
For Larger Projects:
Some of these processes are presented more fully in the Practice Standard for Scheduling
Page 173.
3. Bagaimana penerapan Schedule Management pada Adaptive/ Agile environment ?
Adaptive approaches use short cycles to undertake work, review the results, and adapt as necessary. These
cycles provide rapid feedback on the approaches and suitability of deliverables, and generally manifest as iterative scheduling and on-demand, pull-based scheduling, as discussed in the section on Key Trends and Emerging Practices in Project Schedule Management.
Berikan contoh penerapan pada Iterative Scheduling dan On-demand scheduling?
- Iterative scheduling with a backlog. This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction, and the product features are developed using time-boxed periods of work. This approach is often used to deliver incremental value to the customer or when multiple teams can concurrently develop a large number of features that have few interconnected dependencies. This scheduling method is appropriate for many projects as indicated by the widespread and growing use of adaptive life cycles for product development. The benefit of this approach is that it welcomes changes throughout the development life cycle.
- On-demand scheduling. This approach, typically used in a Kanban system, is based on the theory-ofconstraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress in order to balance demand against the team’s delivery throughput. On-demand scheduling does not rely on a schedule that was developed previously for the development of the product or product increments, but rather pulls work from a backlog or intermediate queue of work to be done immediately as resources become available. On-demand scheduling is often used for projects that evolve the product incrementally in operational or sustainment environments, and where tasks may be made relatively similar in size and scope or can be bundled by size and scope.
page 177.
4. Apa saja isi dari Project charter yg dipakai untuk input Plan Schedule Management?Apa
saja isi dari PMP yg dipakai sebagai input untuk Plan Schedule Management?
Isi Project Charter untuk input Plan Schedule Management
The summary milestone schedule that will influence the management of the project schedule
Isi PMP yg dipakai sebagai input untuk Plan Schedule Management
Project management plan components include but are not limited to:
- Scope management plan. Described in Section 5.1.3.1. The scope management plan describes how the scope will be defined and developed, which will provide information on how the schedule will be developed.
- Development approach. Described in Section 4.2.3.1. The product development approach will help define the scheduling approach, estimating techniques, scheduling tools, and techniques for controlling the schedule.
Page 180.
5. Apa tujuan Scope Management Plan masuk sebagai input Plan Schedule Management?
Tujuan Scope Management Plan :
The scope management plan describes how the scope will be defined and developed, which will provide information on how the schedule will be developed.
page.180
6. Bagaimana Development Approach digunakan sebagai input Plan Schedule
Management?
The product development approach will help define the scheduling approach, estimating techniques, scheduling tools, and techniques for controlling the schedule.
page.180
7. Bagaimana Data Analysis digunakan sebagai Technique Plan Schedule Management?
A data analysis technique that can be used for this process includes but is not limited to alternatives analysis. Alternatives analysis can include determining which schedule methodology to use, or how to combine various methods on the project. It can also include determining how detailed the schedule needs to be, the duration of waves for rolling wave planning, and how often it should be reviewed and updated. An appropriate balance between the level of detail needed to manage the schedule and the amount of time it takes to keep it up to date needs to be reached for each project.
page.181
8. Pada adaptive environment (agile), dikenal istilah Time-Boxed. Jelaskan apa artinya.
Release and iteration length.
When using an adaptive life cycle, the time-boxed periods for releases, waves, and iterations are specified. Time-boxed periods are durations during which the team works steadily toward completion of a goal. Time-boxing helps to minimize scope creep as it forces the teams to process essential features first, then other features when time permits.
page.182
9. Bagaimana technique Decomposition di proses Define Activities, dan apa bedanya dengan
Decomposition di proses Create WBS?
Decomposition pada Define Activities
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a work package. The Define Activities process defines the final outputs as activities rather than deliverables, as done in the
Create WBS process
Decomposition pada Create WBS
The activity list, WBS, and WBS dictionary can be developed either sequentially or concurrently, with the WBS and WBS dictionary used as the basis for development of the final activity list. Each work package within the WBS is decomposed into the activities required to produce the work package deliverables. Involving team members in the decomposition can lead to better and more accurate results.
page.185
10. Apa itu Rolling Wave planning? Apakah beda dengan progressive elaboration?
Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level. It is a form of progressive elaboration applicable to work packages, planning packages, and release planning when using an agile or waterfall approach.
Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.
page.185
Progressive elaboration
This ongoing refinement of the project management plan is called progressive elaboration, indicating that planning and documentation are iterative or ongoing activities. The key benefit of this Process Group is to define the course of action to successfully complete the project or phase.
page.565
11. Apa beda activity dengan milestone? Apa itu activity attributes?
Milestone. A significant point or event in a project, program, or portfolio.
Activity. A distinct, scheduled portion of work performed during the course of a project.
Activity Attributes. Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
page.698
12. Mengapa sudah ada CR pada proses Define Activities? Apa bedanya dengan CR pada
Develop Schedule dan Control Schedule?
CR pada Define Activities sebagai outputs:
Once the project has been baselined, the progressive elaboration of deliverables into activities may reveal work that was not initially part of the project baselines. This may result in a change request.
Change requests are processed for review and disposition through the Perform Integrated Change Control process
page.186
CR pada Develop Schedule : Sebagai outputs
Modifications to the project scope or project schedule may result in change requests to the scope baseline, and/or other components of the project management plan. Change requests are processed for review and disposition through the Perform Integrated Change Control process. Preventive actions may include recommended changes to eliminate or reduce the probability of negative schedule variances
page 220.
CR pada Control Schedule : Sebagai Outputs
Schedule variance analysis, as well as reviews of progress reports, results of performance measures, and modifications to the project scope or project schedule, may result in change requests to the schedule
baseline, scope baseline, and/or other components of the project management plan. Change requests are processed for review and disposition through the Perform Integrated Change Control process. Preventive actions may include recommended changes to eliminate or reduce the probability of negative schedule variances.
page 229
13. Mengapa dibutuhkan Precedence Diagramming Method (PDM) pada proses Sequence
Activity? Sebutkan 4 jenis relationship pada PDM dan berikan contohnya?
Precedence Diagramming Method (PDM) pada proses Sequence Activity
Sebagai Tools dan teknik
Precedence Diagramming Method (PDM). A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
PDM includes four types of dependencies or logical relationships. A predecessor activity is an activity that logically comes before a dependent activity in a schedule. A successor activity is a dependent activity that logically comes after another activity in a schedule
page.189
4 jenis relationship pada PDM dan berikan contohnya
- Finish-to-start (FS). A logical relationship in which a successor activity cannot start until a predecessor activity has finished. For example, installing the operating system on a PC (successor) cannot start until the PC hardware is assembled (predecessor).
- Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish.
- Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins.
- Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a predecessor activity has started. For example, a new accounts payable system (successor) has to start before the old accounts payable system can be shut down (predecessor).
14. Apa itu Dependency? Mengapa diperlukan penentuan Dependency pada proses
Sequence Activity? Apa beda Mandatory dependencies, Discretionary dependencies,
external dependencies & internal dependencies? berikan contohnya
Dependency
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external (as described below). Dependency has four attributes, but two can be applicable at the same time in the following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
page.191
Dependency pada proses sequence activity
Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies
are sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
page.191
Perbedaan :
Mandatory dependencies,
Mandatory dependencies are those that are legally or contractually
required or inherent in the nature of the work. Mandatory dependencies
often involve physical limitations, such as on a construction project,
where it is impossible to erect the superstructure until after the
foundation has been built, or on an electronics project, where a
prototype has to be built before it can be tested. Mandatory
dependencies
are sometimes referred to as hard logic or hard
dependencies. Technical dependencies may not be mandatory. The project
team determines which dependencies are mandatory during the process of
sequencing the activities. Mandatory dependencies should not be confused
with assigning schedule constraints in the scheduling tool.
Discretionary dependencies,
Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. For example, generally accepted best practices recommend that during construction, the electrical work should start after finishing the plumbing work. This order is not mandatory and both activities may occur at the same time (in parallel), but performing the activities in sequential order reduces the overall project risk. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies
External dependencies involve a relationship between project activities and nonproject activities. These dependencies are usually outside of the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or
governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities
Internal dependencies
Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, there is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities
page.192
15. Apa itu Project Schedule Network Diagrams? Apakah sudah mengandung durasi?
A lag is the amount of time a successor activity will be delayed with respect to a predecessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it. This can be shown as a start-to-start relationship with a 15-day lag as shown in Figure 6-10. Lag can also be represented in project schedule network diagrams as shown in Figure 6-11 in the relationship between activities H and I (as indicated by the nomenclature SS+10 (start-to-start plus 10 days lag) even though the offset is not shown relative to a timescale).
Pada project schedule network diagram tersebut. belum termasuk jumlah durasi nya, hanya berupa jumlah waktu penundaan saja(Lag) yang di tampilkan dalam network diagram tersebut.
page 193.
16. Apakah proses estimate activity duration dilakukan secara progressive elaborate?
Bagaimana level akurasinya?
Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete.
Progressive Elaboration. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.
jadi proses nya bisa dilakukan atau tidak tergantung dengan situasi dan kondisi project.
Dari tools dan tekniknya yang digunakan di EAD sebagai berikut:
- EXPERT JUDGMENT
- ANALOGOUS ESTIMATING
- PARAMETRIC ESTIMATING
- THREE-POINT ESTIMATING
- BOTTOM-UP ESTIMATING
- DATA ANALYSIS
- DECISION MAKING
- MEETINGS
Level akurasinya mengikuti dari proses dan tools teknik yang digunakannya.
page 194.
17. Apa beda Analogous Estimating, Parametric Estimating & Three-Point Estimating?
Analogous Estimating
Analogous estimating is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Analogous estimating uses parameters from a previous, similar project, such as duration, budget, size, weight, and complexity, as the basis for estimating the same parameter or measure for a future project. When estimating durations, this technique relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity. Analogous duration estimating is frequently used to estimate project duration when there is a limited amount of detailed information about the project.
Analogous estimating is generally less costly and less time-consuming than other techniques, but it is also
less accurate. Analogous duration estimates can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods. Analogous estimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.
Parametric Estimating
Parametric estimating is an estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Parametric estimating uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration.
Durations can be quantitatively determined by multiplying the quantity of work to be performed by the number of labor hours per unit of work. For example, duration on a design project is estimated by the number of drawings multiplied by the number of labor hours per drawing, or on a cable installation, the meters of cable multiplied by the number of labor hours per meter. If the assigned resource is capable of installing 25 meters of cable per hour, the duration required to install 1,000 meters is 40 hours (1,000 meters divided by 25 meters per hour).
This technique can produce higher levels of accuracy depending on the sophistication and underlying data built into the model. Parametric schedule estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods.
Three-Point Estimating
The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk. Using three-point estimates helps define an approximate range for an activity’s duration:
- Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.
- Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.
- Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity.
Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated. One commonly used formula is triangular distribution:
tE = (tO + tM + tP) / 3.
Triangular distribution is used when there is insufficient historical data or when using judgmental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.
page 200-201
18. Kapan penggunaan rumus dengan Triangular Distribution & kapan dengan Beta
Distribution? Apa beda Most likely, Optimistic & Pessimistic di Three-point estimating?
Triangular distribution is used when there is insufficient historical data or when using judgmental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.
Beta Distribution is preferred in cases where we have a lot of historical data, and is more useful for similar type of projects, and experts are providing this based on historical evidence & experience- Most likely (cM). The cost of the activity, based on realistic effort assessment for the required work and any predicted expenses.
- Optimistic (cO). The cost based on analysis of the best-case scenario for the activity.
- Pessimistic (cP). The cost based on analysis of the worst-case scenario for the activity.
19. Mengapa ada input Agreement pada Proses Develop Schedule?
Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
Input Agreement pada proses develop schedule karena:
Vendors may have an input to the project schedule as they develop the details of how
they will perform the project work to meet contractual commitments.
page 208.
20. Apakah Critical Path itu? Apakah beda critical path yg memiliki zero total float, positive
total float & negative total float? Apakah Critical path link boleh lebih dari 1 dalam suatu
project? Mengapa?
Critical Path
The critical path method is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model.
page 210.
Zero Total Float
A critical path is normally characterized by zero total float on the critical path. As implemented
with the precedence diagramming method sequencing, critical paths may have positive, zero, or negative total float depending on the constraints applied.
Positif Float
Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation
Negative Float
Negative total float is caused when a constraint on the late dates is violated by duration and logic. Negative float analysis is a technique that helps to find possible accelerated ways of bringing a delayed schedule back on track.
Critical path lebih dari 1 link?
Sebaik nya Critical path hanya 1 link karena:
The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The longest path has the least total float—usually zero.
page 210
21. Apa itu Agile Release Planning?
Agile release planning provides a high-level summary timeline of the release schedule (typically 3 to 6 months) based on the product roadmap and the product vision for the product’s evolution. Agile release planning also determines the number of iterations or sprints in the release, and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments.
page 216.
22. Apa beda Resource leveling & Resource Smoothing? berikan contoh
Resource leveling
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path. See also resource optimization technique and resource smoothing.
Resource leveling. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are available only at certain times or in limited quantities, or are overallocated, such as when a resource has been assigned to two or more activities during the same time period (as shown in Figure 6-17), or there is a need to keep resource usage at a constant level. Resource leveling can often cause the original critical path to change. Available float is used for leveling resources. Consequently, the critical path through the project schedule may change.
Resource Smoothing
A resource optimization technique in which free and total float are used without affecting the
critical path. See also resource leveling and resource optimization technique.
Resource smoothing. A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource leveling, the project’s critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. Resource smoothing may not be able to optimize all resources.
page 211
page 719-720
23. Apa beda Crashing &; Fast tracking? berikan contoh
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources.
Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking
A schedule compression technique in which activities or phases normally done in sequence
are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works when activities can be overlapped to shorten the project duration on the critical path. Using leads in case of schedule acceleration usually increases coordination efforts between the activities concerned and increases quality risk. Fast tracking may also increase project costs.
contoh dalam gambar:
page 215
24. Apa itu konsep Earned Schedule (ES) ? Apa bedanya dengan teknik tradisional EVM ?
Bagaimana mengukur Schedule Variance (SV) dan Schedule Performance Index pada
konsep ES ? Apakah arti SPI=0.9? Apakah arti SPI=1? Apakah arti SPI=1.5 ?
Earned Schedule (ES) vs EVM
ES is an extension to the theory and practice of EVM. Earned schedule theory replaces the schedule variance measures used in traditional EVM (earned value − planned value) with ES and actual time (AT). Using the alternate equation for calculating schedule variance ES − AT, if the amount of earned schedule is greater than 0, then the project is considered ahead of schedule. In other words, the project earned more than planned at a given point in time. The schedule performance index (SPI) using earned schedule metrics is ES/AT. This indicates the efficiency with which work is being accomplished. Earned schedule theory also provides formulas for forecasting the project completion date, using earned schedule, actual time, and estimated duration.
page 233.
SV
Schedule variance (SV) is a measure of schedule performance expressed as the difference
between the earned value and the planned value. It is the amount by which the project is ahead or behind
the planned delivery date, at a given point in time. It is a measure of schedule performance on a project. It
is equal to the earned value (EV) minus the planned value (PV). The EVA schedule variance is a useful metric in that it can indicate when a project is falling behind or is ahead of its baseline schedule. The EVA schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Schedule variance is best used in conjunction with critical path method (CPM) scheduling and risk management. Equation: SV = EV – PV.
page 262
SPI
is a measure of schedule efficiency expressed as the ratio of earned value to planned value. It measures how efficiently the project team is accomplishing the work. It is sometimes used in conjunction with the cost performance index (CPI) to forecast the final project completion estimates. An SPI value less than 1.0 indicates less work was completed than was planned. An SPI greater than 1.0 indicates that more work was completed than was planned. Since the SPI measures all project work, the performance on the critical path also needs to be analyzed to determine whether the project will finish ahead of or behind its planned finish date. The SPI is equal to the ratio of the EV to the PV. Equation: SPI = EV/PV.
SPI=0.9 = Behind schedule
SPI=1.5 = Ahead schedule
25. Gambarkan storyline Project Schedule Management.
No comments:
Post a Comment