CRASH PROGRAM JALUR KRITIS DENGAN CARA OVERLAPPING (STUDY REVIEW)

SIGMA TEKNIKA ◽  
2019 ◽  
Vol 2 (1) ◽  
pp. 14
Author(s):  
Hery Irwan
Keyword(s):  
Project Management ◽  
Lead Time ◽  
Critical Path ◽  
Project Managers ◽  
Critical Path Method ◽  
Study Review ◽  
And Control ◽  
Process Constraints

Project management in the length of time of completion or better known as lead time is the time that has been agreed between the project implementers in this project managers and customers as the owner of the project. Time-based project implementers will make planning, scheduling and control of existing resources with the purpose of the length of the project in accordance with the agreed upon. In the process constraints will always occur which cause the delay activities that become part of the overall project. The delay that occurs on the critical path if not controlling and acceleration would cause backwards in time from the time of completion of the project. This will cause losses for both the executor fines for the delay as well as for the project owner to lose an opportunity of reception of the project late from agreements. This paper contains the possibility of doing a program crash or the acceleration by means of melaukukan overlapping. For sure the acceleration by means of overlapping could not immediately be implemented in all activities of the project. The decision to do overlapping largely determined by the knowledge and experience of the person in charge of the project.  Keywords: Crash program, overlapping, critical path method.

Systematic Review of Risks in Domestic and Global IT Projects

2022 ◽  
pp. 1612-1634
Author(s):  
Franciane Freitas Silveira ◽  
Rosária de F. S. Macri Russo ◽  
Irapuan Glória Júnior ◽  
Roberto Sbragia
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Psychic Distance ◽  
Exploratory Research ◽  
Domestic Sphere ◽  
Information Technology Projects ◽  
Global Projects ◽  
External Risk ◽  
And Control ◽  
Risk Categories

The development of information technology projects is no longer limited to the domestic sphere. This study identifies the differentiation of risk categories between global and domestic projects through an exploratory research carried out by means of a systematic literature review. 1367 risks were identified in 37 articles and classified within 22 categories. The major concern regarded in domestic project management was the client (external risk) and scope (internal risk) and, in global project management, the psychic distance (external) and coordination and control (internal). The main difference between the risk categories for each project type refers to the psychic distance category, which was identified almost exclusively in global projects, thus making the external risks more relevant than those in domestic projects. On the other hand, it makes risks such as client, supplier and stakeholders be underestimated. The results indicate that project managers should focus on different risks depending on the type of IT project: global or domestic.

Fuzzy Critical Path Method Based on a New Approach of Ranking Fuzzy Numbers using Centroid of Centroids

2013 ◽  
Vol 3 (2) ◽  
pp. 16-31 ◽  
Author(s):  
N. Ravi Shankar ◽  
B. Pardha Saradhi ◽  
S. Suresh Babu
Keyword(s):  
Fuzzy Numbers ◽  
Critical Path ◽  
Successful Implementation ◽  
Critical Path Method ◽  
Time Duration ◽  
New Approach ◽  
Planning And Control ◽  
Complex Projects ◽  
And Control ◽  
First Time

The Critical Path Method (CPM) is useful for planning and control of complex projects. The CPM identifies the critical activities in the critical path of an activity network. The successful implementation of CPM requires the availability of clear determined time duration for each activity. However, in practical situations this requirement is usually hard to fulfil since many of activities will be executed for the first time. Hence, there is always uncertainty about the time durations of activities in the network planning. This has led to the development of fuzzy CPM. In this paper, a new approach of ranking fuzzy numbers using centroid of centroids of fuzzy numbers to its distance from original point is proposed. The proposed method can rank all types of fuzzy numbers including crisp numbers with different membership functions. The authors apply the proposed ranking method to develop a new fuzzy CPM. The proposed method is illustrated with an example.

scholarly journals Critical Chains and Its Randomness Study

2021 ◽  
Author(s):  
Xiaokang Han ◽  
Wenzhou Yan ◽  
Ting Liu
Keyword(s):  
Resource Constraints ◽  
Critical Path ◽  
Buffer Zone ◽  
Academic Community ◽  
Critical Path Method ◽  
Direct Construction ◽  
Project Construction ◽  
Chain Sequence ◽  
And Control ◽  
Critical Chain

Abstract It has been widely accepted in the academic community that the Critical Chain Method (CCM) has significant advantages over the Critical Path Method (CPM) in solving the problem with resource constraints. However, this paper conducted a study on comparing the two methods of Critical Chain Method and Critical Path Method, and found that the only difference between those two methods lies in how to determine the priority of resources allocating, and on the assumption of not setting buffer zone, those two methods have no essential distinctions at all. By establishing the relationship between CCM and CPM, this paper also enriched and improved CCM to some extent, and pointed out that the buffer zone setting in CCM is merely subjective and short of scientificity. In the meantime, for the problem of unclear representation of critical chains, it proposed two ways of representing critical chains and related rules to follow. To verify the conclusion of this paper, further detailed case study of comparing CCM and CPM was performed. Affected by various uncertain factors, the project construction sequence is random, the total construction duration is random, and the critical chain is also random, so it is unable to determine how to direct construction. Aiming at the randomness of the critical chain, this article analyzed various uncertain factors of the critical chain, and on the basis of solving the critical chain sequence time, it proposed the approach to determine the completion probability of the total construction duration and control the construction of the critical chain to direct the construction, in the meantime, the inverse algorithm was adopted to determine of the construction duration under the condition of required completion probability.

scholarly journals Scheduling of Empennage Structure Design Project of Indonesia’s Aircraft with Critical Path Method (CPM)

2018 ◽  
Vol 248 ◽  
pp. 03012 ◽  
Author(s):  
Arin Wulandari ◽  
M. Dachyar ◽  
Farizal
Keyword(s):  
Project Management ◽  
Human Resources ◽  
Completion Time ◽  
Critical Path ◽  
Structure Design ◽  
Limited Resources ◽  
Critical Path Method ◽  
Activity Data ◽  
Design Project ◽  
The Future

Production of the aircraft becomes very important to facilitate many passengers of aircraft in Indonesia in the future. The design of a very complex aircraft requires proper project management. This study aims to perform the best scheduling project of empennage structure design of Indonesia’s aircraft with limited resources. Critical Path Method (CPM) is used to schedule the project based on activity and resource. CPM scheduling results in completion time for activity data for 400 working days. CPM scheduling after assigning human resources results in a longer completion time for 1023.47 working days. CPM scheduling is carried out by reallocating of human resources to produce a shorter completion time, and it results in completion time for 955 working days.

ANALISIS PENERAPAN METODE PROJECT MANAGEMENT PADA BAGIAN PERENCANAAN “ PT X “

2015 ◽  
Vol 3 (3) ◽  
Author(s):  
Harry Indra
Keyword(s):  
Program Evaluation ◽  
Project Management ◽  
Strategic Planning ◽  
Critical Path ◽  
Critical Path Method ◽  
Time Line ◽  
Project Method ◽  
Industrial Competition

Along with the industrial competition nowaydays, an exact and strategic planning is highly required particulary for project. There are alot of tasks and activities within, which need to be broken down, in this term for its time line. Every success and failure is caused by raw palnning. The obyective of this research is to find efective time needed to complete a project. Method used are Critical Path Method (CPM) , Program Evaluation and Review Technique (PERT), andGantt Chart.

Attock Refinery Upgradation Project

2006 ◽  
Vol 10 (01) ◽  
pp. 77-101
Author(s):  
Ahmed Nawaz Tariq ◽  
Arif Iqbal Rana
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Project Managers ◽  
Personal Relationships ◽  
Post Mortem ◽  
Northern Pakistan ◽  
Monitoring And Control ◽  
Project Monitoring ◽  
And Control

This case is about a major expansion and upgradation project undertaken at a refinery in Northern Pakistan in the 1990s. The project was the biggest expansion project since the company's inception in the 1920s. The project was carried out by a Japanese contractor, and was marked by changes in CEO's and Project Managers. Despite the vicissitudes in relationships between the construction team and company management, the project was completed in time and within budget. The case looks at project management from the client's perspective. It can be used in a module on Project Termination, or Project Monitoring and Control in a course on Project Management). The case highlights the importance of project planning, and monitoring; the management of inter-personal relationships; and 'post-mortem' analysis and learning from projects.

scholarly journals Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

2017 ◽  
Vol 19 (1) ◽  
Author(s):  
Songezo Nkukwana ◽  
Nicky H.D. Terblanche
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Project Manager ◽  
Insurance Company ◽  
Structured Interviews ◽  
Team Members ◽  
Is Implementation ◽  
Implementation Team ◽  
Key Stakeholders ◽  
And Control

Background: To address the low success rate in information system (IS) projects, organisations in South Africa are adopting agile implementation methodologies. Agile delivery environments advocate an iterative approach where autonomous, self-organising teams share project management (PM) activities. This encroaches on the traditional project manager role. Are project managers still relevant in agile delivery environments and how should they adapt?Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams) were elicited to provide insights into what is expected from agile project managers.Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members) within a large South African insurance company. Semi-structured interviews were conducted with all participants.Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style.Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.

Buffer Sizing Methods to Compare Critical Chain Project Management with Critical Path

2016 ◽  
Vol 7 (3) ◽  
pp. 74-87 ◽  
Author(s):  
Mohammed Shurrab ◽  
Ghaleb Abbasi
Keyword(s):  
Project Management ◽  
Standard Deviation ◽  
Critical Path ◽  
Sum Of Squares ◽  
Critical Path Method ◽  
Body Of Knowledge ◽  
Buffer Sizing ◽  
Project Plan ◽  
Critical Chain Project Management ◽  
Critical Chain

Critical Chain Project Management (CCPM) provided a tangible progress to the Project Management Body of Knowledge. The critical chain project management (CCPM) differs from the traditional Critical Path Method (CPM) which includes never changing resource dependencies. CCPM improves the project plan by aggregating uncertainty into buffers at the end of activity paths. In this research, one hundred twenty random projects were generated and analyzed using Microsoft Project software according to the traditional CPM and the CCPM once using the sum of squares (SSQ) method and another using the cut & past (C&PM) method. CCPM-SSQ method revealed an average savings of 13% and 43% in duration and cost, with a standard deviation of 21 and 11 for duration and cost respectively. While the CCPM-C&PM method revealed an average overestimation of about 2% in duration and 43% savings in cost, with a standard deviation of 25 and 11 for duration and cost respectively.

scholarly journals JARINGAN KERJA DAN EFEKTIVITAS PERBAIKAN KAPAL DI GALANGAN KPNDP DKI JAKARTA, MUARA ANGKE (Network and Effectiveness of Ship Repair at KPNDP Shipyard DKI Jakarta, Muara Angke)

2016 ◽  
Vol 5 (1) ◽  
pp. 79
Author(s):  
Izza M. Apriliani ◽  
Sugeng H. Wisudo ◽  
Budhi H. Iskandar ◽  
Yopi Novita
Keyword(s):  
Lead Time ◽  
Critical Path ◽  
Recovery Process ◽  
Repair Process ◽  
Productivity Index ◽  
Critical Path Method ◽  
Eligibility Requirements ◽  
Supporting Element ◽  
A Minor ◽  
Ship Repair

<p>ABSTRACT<br />A shipyard is a supporting element to meet the eligibility requirements through maintenance service for vessels and their engines. Lead time for ship repair may vary, depending on the condition of ship. The length of the ship repair process can lead to shipyard queuing. One attempt to improve the mechanism and ship repairing time is by analyzing the network. This study aims to identify the network diagram, to determine the critical path, and to find out the effectiveness of ship repair process. Activities and duration during ship repairing process were analyzed using critical path method (CPM) and measured the value of its effectiveness. The objects that were observed in this study are minor repairs and major repairs. The results showed that a minor repairs can be implemented in 7 days while based on productivity index it can be completed in 5 days and has a 98% effectiveness than the time alocated by the shipyard. Major repairs can be completed during 10 days; these repairing lead time were affected by damage to the machine which requires a long recovery process.</p><p><br />Key words: CPM, effectiveness of ship repair, network analysis</p><p>-------</p><p><br />ABSTRAK</p><p>Galangan kapal merupakan unsur penunjang untuk memenuhi kebutuhan kelaikan kapal melalui perawatan beserta mesinnya. Proses perbaikan kapal dapat bervariasi tergantung dengan kondisi kapal. Lamanya proses perbaikan kapal dapat mengakibatkan terjadinya antrian galangan. Upaya untuk meminimalisir antrian kapal salah satunya dengan menganalisis jaringan kerjanya. Penelitian ini bertujuan untuk mengidentifikasi struktur jaringan kerja, menentukan jalur kritis serta mengetahui efektifitas proses perbaikan kapal. Proses dan waktu perbaikan kapal dianalisis menggunakan metode jalur kritis (Critical Path Method) kemudian dihitung nilai efektivitasnya. Hal yang diamati dalam penelitian ini yaitu perbaikan ringan dan perbaikan berat. Hasil penelitian menunjukkan bahwa penyelesaian perbaikan ringan di galangan KPNDP membutuhkan waktu selama 7 hari sedangkan berdasarkan index produktivitasnya dapat diselesaikan selama 5 hari dan memiliki efektivitas 98% dibandingkan waktu yang dialokasikan oleh galangan. Perbaikan berat dapat diselesaikan selama 10 hari, lamanya perbaikan ini dipengaruhi dengan kerusakan mesin yang membutuhkan proses perbaikan yang lama.</p><p><br />Kata kunci: CPM, efektivitas perbaikan kapal, analisis jaringan kerja</p>

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