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CRI1C3
Proses Perangkat Lunak

Software Project
Planning

ekayasa Perangkat Lunak - Informatika

 Outline
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02 04

01 Estimating Activity Resources 03 Project Planning

anning Resource Management Acquiring Resources

Sumber Referensi: http://www.contohURL.com

 Project Resource Management
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Project Resource Management include the

processes required to make the most effective
use of human and physical resource involved
within a project
1. Planning resource 4. Developing the project team
management 5. Managing the project team
2. Estimating activity 6. Controlling resources
resources
3. Acquiring resources

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(1) Resource
Management Plan

• RMP should be done by identifying and

documenting project resources, roles,
responsibilities, skills, and reporting
relationships.
• RMP = Human Resource + Physical Resource
Management Plan
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Project Organizational
Chart

What is
this?
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Work Definition and

Assignment

What is
this?
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Responsibility Assignment Matrix

(RAM)
Staffing Management Plans and 8

Resource Histogram

Staffing Management Plan

describes when and how
people will be added to the
project team and taken off it.
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(2) Estimating Activity Resources

Important questions to answer when estimating

activity resources
• How difficult will specific activities be on this project?
• Is anything unique in the project’s scope statement that will affect
resources?
• What is the organization’s history in doing similar activities?
Has the organization done similar tasks before? What level of
personnel did the work?
• Does the organization have people, equipment, and materials
that are capable and available for performing the work? Could any
organizational policies affect the availability of resources?
• Does the organization need to acquire more resource to
accomplish the work? Would it make sense to outsource some of
the work? Will outsourcing increase or decrease the amount of
 (3) Acquiring Resources
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• Resource Assignment based on resource

requirements and staffing plans, including
inventory of employee's skills
• Resource Loading & Levelling
• Resource loading refers to the amount of individual resources
that an existing schedule required during specific time periods
• Resource levelling is a technique for resolving resource
conflicts by delaying tasks. The main purposes is to create a
smoother distribution of resource usage and reduce/remove
overallocations.
 Example
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Resource Resource
Loading Levelling

Semua aktivitas dimulai di hari pertama

Histogram Example: Overallocated

Individual
Aktivitas C ditunda 2 hari
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Project Planning

Project Planning: A 12 Step Program

1) Set goal and scope 7) Identify tasks

2) Select lifecycle 8) Identify task
3) Set organization/team form dependencies
4) Start team selection 9) Estimate size
5) Determine risks 10) Estimate effort
6) Create WBS 11) Assign resources
12) Schedule work
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Input, tools & technique, and outputs

Input Tools & Technique Outputs

• Project management plan • Expert judgements • Requirements
• Project charter • Meetings Management Plan
• Enterprise environmental • Scope Management Plan
factors
• Organizational process
assets
 Requirements Management Plan 14

Components of the requirements management plan can

include, but are not limited to:
• How requirements activities will be planned,
tracked, and reported
• Configuration management activities
• Requirements prioritization process
• Product metrics that will be used and the rationale
for using them
• Traceability structure to reflect which requirement
attributes will be captured on RTM
Scope Management Plan
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 Types of Requirements
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• Business Requirements • Transition

• Stakeholder requirements
requirements • Project requirements
• Functional requirements • Quality requirements
• Non-functional
requirements
 Requirements documentation
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• Business Requirements
• business and project objectives
• business rules for the performing organization
• guiding principles of the organization
• Stakeholder requirements; impacts
• Impacts to other organizational areas
• Impacts to other entities inside or outside the performing
organization
• Stakeholder communication and reporting requirements
 Requirements documentation
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• Solution requirements
• Functional and non-functional requirements
• Technology and standard compliance requirements
• Support and training requirements
• Quality requirements
• Reporting requirements

• Project requirements
• Levels of service, performance, safety, compliance
• Acceptance criteria

• Transition requirements
• Requirements assumptions, dependencies, and constraints
 Create WBS
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• Work Breakdown Structure (WBS) is a

hierarchical description of the work that must be
done to complete the project as defined
• The WBS terms
• Activity: an activity is simply a chunk of work
• Task: A task is smaller chunk of work
• Milestone: a task of zero duration. Usually an external event. Can be used
to mark completion of an activity or phase.
 The WBS
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GOAL

Activity Activity Activity Level 1

Activity Activity Activity Level 2

Activity
Task #1 Task #2 Task #3 Task #4 … Task #n
 Uses for the WBS
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• Thought process tool:

• The WBS is a design and planning tool
• It helps the PM and the project team visualize exactly how the work
of the project can be defined and managed effectively
• Architectural design tool:
• The WBS is a picture of the work of the project and how the items of
work are related to one another
 Uses for the WBS
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• Planning tool:
• The WBS gives the project team a detailed representation of the
project as a collection of activities that must be completed in order
for the project to be completed
• At the lowest level of WBS, we will estimate effort, elapsed time,
and resource requirements, build schedule of when work will be
completed, and estimate deliverable dates and project completion
• Project status reporting tool:
• The WBS is used as structure for reporting project status
• The WBS defines milestone events that can be reported to senior
management and to the customer
 WBS completeness criteria
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The six characteristics to test the completeness

in WBS are:
1. Status/completion is measurable
2. Start/end events are clearly defined
3. Activity has a deliverable
4. Time/cost is easily estimated
5. Activity duration is within acceptable limits
6. Work assignments are independent
 Approach to build the WBS
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There are three general approaches to build the WBS:

• Noun-type approaches
• Verb-type approaches
• Organizational approaches
WBS and Gantt Chart
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 Conventional WBS Levels
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• Level 1: Project name

• Level 2: Major subsystems of the project
• Level 3: Components/task activities of subsystems at
Level 2
• Level 4: Subcomponents/subtasks of
components/tasks at Level 3
• Level 5:
• Work packages for subcomponents/subtasks at Level 4
• Work packages are where the actual work takes place
• Assigned to a person and given a schedule and budget
 WBS Terminology
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• Deliverable. Any unique and verifiable product, result, or

capability to perform a service that must be produced to
complete a process, phase, or project
• Milestone. A significant point or event in the project
• Work Breakdown Structure Component. Entry in the work
breakdown structure that can be at any level. Also known
as WBS Element
• Work Package. Deliverable or project work component at
the lowest level of each branch of the WBS. Includes
schedule activities and milestones required to complete the
 WBS Template
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Component groups with a ‘+’

in front of them are ‘rolled
up’–subcomponents are
hidden to reduce clutter
Activity or task definition
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Create WBS: DFD
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THANK YOU

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