PROJECT PLANNING AND CONTROLLING
SCHEDULE 8 FLOOR BUILDING WITH
PRECAST SYSTEM BY USING MS
PROJECT
(STUDY CASE OF AEROPOLIS TOWER 1,
TANGERANG)
Bezaliel Tungadi
Binus University, Jl. KH. Syahdan No. 9 Kemanggisan Jakarta Barat, 5345830,
bezatungadi@gmail.com
Bezaliel Tungadi, Dwi Dinariana
ABSTRACT
The purpose of the research is to create planning and controlling project eight floor building with precast system at the aeropolis tower 1 project, cengkareng by using Microsoft project and make action and correction if there is a problem which resulting project delayed with reference to SNI 7832 2012 and SNI 7390 2008, the conclusion is the duration of the planning at project are 329 days where total of maximum manpower available at the project less than maximum manpower in one day on the planning, progress in the field that late so duration become 474 days and doing acceleration technic to pursue the delay so the duration become 333 days which there is addition heavy equipment 1 unit crane and addition 1338 manpower in one day (if the normal working hours) and addition 620 manpower in one day (with addition of overtime hours) so there is recommendation to pursue the delay that happened at the aeropolis tower 1 project, cengkareng.
Keywords : Duration, Precast, Microsoft Project
INTRODUCTION
Along with the times, the more rapidly increasing population. Requests for shelter as the apartments, and the center of economic activity or office to support a variety of life society is increasing. Aeropolis is a project developing an integrated mixed-use area that includes facilities for residential, office, hotel, commercial and retail. With a total development plan reached 350 ha, Aeropolis designed as an integrated region that is symbiotic with the development of the airport. This project will meet the diverse needs of the development of the airport, good for business, residential, hospitality, and lifestyle complete city airports and modern .. Aeorpolis tower 1 is building the components (columns, beams, floor slabs) using conventional methods on the ground floor and precast (concrete precetak) on the second floor and above.
Precast concrete or precast concrete is a concrete result of the production of the fabrication is done in the factory or in the field while the final completion of the installation (erection) field. There are a few things into consideration in choosing precast method (precast), the quality of the concrete is properly maintained, a relatively short construction, environmentally friendly, and much less the rest of the building materials to be dumped out of the construction site. Project Planning and Controlling a very important element in the implementation of the project work. Project Planning and Controlling who can create a good quality projects. This is because with the Project Planning and controlling the well, then all the jobs on the project can be done with the maximum. With the Project Planning and controlling, all problems, both the error and shortcomings in the project can be made known so that the formulation of the problem and the solutions available to solve the problem at hand.
Early stages of this research is the identification of issues to be examined in the study. Having found the problem to be studied, performed literature study by studying journals - journals relating to the issues to be investigated. Creating a project schedule planning Aeropolis tower 1 with Microsoft project and make the curve S plan. Furthermore perform lawyer-input field data to determine progress in the field. Next an evaluation of the project activities Aeropolis tower 1:
- Updating the input data based on the progress in the field - Make the actual S curve on the project
- Compare the curve S plan with actual S curve - Identify problems in the project
- Define project measures acceleration in the event of a delay to the progress in the field - Make correction and action if necessary.
Figure 1 Flowchart of Research
RESULT AND DISCUSSION
Project Planning Analysis Aeropolis Tower 1
Here is the result of planning using MS Project for project Aeropolis tower 1. Selesai
Analisa dan membuat kurva S aktual
Perencanaan Jadwal Proyek
Membuat kurva S rencana
Input progress proyek
Studi Literatur Mulai
Identifikasi Masalah
Pengumpulan Data
Kesimpulan dan Saran Evaluasi dari hasil
Figure 2 Duration of the Project Plan Aeropolis Tower 1 The duration of this project can be seen in the image above, where:
- In the project preparation work requires Aeropolis tower 1 during the 329-day duration - In the employment structure of the tower 1 Aeropolis project requires a duration of 258 days - In project architecture work Aeropolis tower 1 this requires a duration of 232 days
Furthermore, for a maximum of labor per day plan, are as follows. Table 1 Maximum Labor Per Day Plan
Nama Tenaga Kerja Jumlah
Kepala tukang besi 99
Kepala tukang batu 17
Kepala tukang cat 7
Kepala tukang kayu 1
Tukang besi 141 Tukang batu 190 Tukang cat 66 Tukang kayu 13 Tukang vibrator 8 Tukang ereksi 2 Operator crane 1
Pembantu operator crane 1
Pekerja 337
Mandor 29
Based on Table 1, it can be concluded that by using MS Project planning, Aeropolis tower 1 for this project requires labor per day is the maximum off as many as 912 workers. Furthermore, the total expenditure for the project Aeropolis tower 1 is as follows.
Table 2 Total Plan Expenditure Project Aeropolis Tower 1
Jenis Pekerjaan Biaya
Pekerjaan Persiapan Rp 268,434,000.00
Pekerjaan Arsitektur Rp 13,964,705,433.13
Pekerjaan Struktur Rp 9,589,167,266.34
Total Pengeluaran Rp 23,822,306,699.47
Problems in the Field and Peng-input¬an Progress in the Field
However, there are many problems in the field that lead to progress in the field has been delayed. Here are the problems that led to the project has been delayed.
- The absence of a good working relationship between the contractor, consultant planners, and the management consultant
- Permits the installation of tower crane long out. This is because the project site is located close to the Soekarno Hatta Airport, Cengkareng.
- Lack of electrical power to meet the energy needs of the project so that the required additional power - Other problems, such as bad weather, material and material that comes too late, the workers who often do not get in, and the lack of casual workers in the field.
As a result of these problems, the project has been delayed. Furthermore, progress in input according to the conditions in the field. Where is the progress in the field based on the input, the project Aeropolis tower 1 has been delayed as much as 145 days or a new project is completed on 8 April 2015.
Figure 3 Input Progress in Field with MS Project
Based on the result of progress in the advancement of the field that is input through the Microsoft Project program until the date of July 19, 2014 (week 34) obtained by the progress of 37.32%. Based on the analysis that has been done, the project should progress Aeropolis tower 1 had 73.84% at week 34. However, progress in the field has reached a progress of 37.32% at week 34. So it can be concluded the project has been delayed by 36.52%.
Furthermore, the delay from the initial planning of this project will cost pinalty of the owner as a result of not completing the project in accordance with an agreement on a contract that is not later than November 25, 2014 Where if there is no acceleration of the project schedule recently completed on 8 April 2015 so the project has been delayed as much as 134 days of the completion of the duration of the project completed by no later than november 25, 2014 in addition, based on the agreed contract between the owner and the contractor, the contractor shall pay a penalty of 0.1% per day of the total value of project if the project was completed on november 25, 2014 It can be concluded with a delay of as much as 134 days from the time of completion of the project on the contract, the contractor shall pay a fine of Rp. 3,192,189,097.73. With the addition of a fine of it, then the following is the total expenditure of the contractor if there is no acceleration of the project.
Table 3 Total Expenses If No Acceleration Project
Jenis Pekerjaan Normal (Telat 134 Hari)
Pekerjaan Persiapan Rp 268,434,000.00
Pekerjaan Arsitektur Rp 13,964,705,433.13
Pekerjaan Struktur Rp 9,589,167,266.34
Denda Rp 3,192,189,097.73
Total Pengeluaran Rp 27,014,495,797.20
As a result of the problem-permasalan above, then there is a delay in the project. Because based on the contract between the contractor to the owner stating that the project must be completed no later than November 25, 2014, it is necessary to cause the acceleration of the project schedule can be completed on time or progress on the project can be expanded significantly. After that, by using the analysis using MS Project, it can be seen the critical path (critical cross) on this project.
Figure 4 Critical Path Project Aeropolis Tower 1
Critical path in red are the jobs that need to be accelerated. With program analysis MS Project, it can be seen the jobs that need to be accelerated schedule to catch up on this project. With MS Project analysis, the following is one of the work that needs to be accelerated schedule
Figure 5 Work Being in Critical Tracks
After knowing the jobs that need to be brought forward, eating schedule acceleration techniques in doing is to increase and maximize the resources that relate to the work that needs to be brought forward. The work that needs to be brought forward is the work of erection and architectural work. For erection work, to speed up the duration of the work, the contractor will need to add 1 unit so that cranes used cranes on the project's Aeropolis tower 1 to 2.
Furthermore, for architectural work, to speed up the duration of the project, required the addition of casual workers in the field or reproduce overtime on this project.
ACCELERATION PROJECT
Table 4 Duration of Project Acceleration
Sub Pekerjaan Durasi (Hari)
Percepatan
Pekerjaan Persiapan 333
Pekerjaan Arsitektur 127
Pekerjaan Struktur 316
Table 5 Comparison of Labour Per day Maximum Acceleration Project Plan (Normal and Overtime) Nama Pekerja Max Jumlah Tenaga Kerja (Percepatan) Keterangan
Normal Lembur Selisih
Kepala tukang besi 94 47 -47 Berkurang
Kepala tukang batu 29 15 -14 Berkurang
Kepala tukang cat 9 5 -4 Berkurang
Kepala tukang kayu 1 1 0 Berkurang
Tukang besi 145 73 -72 Berkurang
Tukang batu 357 179 -178 Berkurang
Tukang cat 88 44 -44 Berkurang
Tukang kayu 10 5 -5 Berkurang
Tukang vibrator 11 6 -5 Berkurang
Tukang ereksi 4 2 -2 Berkurang
Operator crane 2 1 -1 Berkurang
Pembantu operator crane 2 1 -1 Berkurang
Pekerja 655 328 -327 Berkurang
Mandor 36 18 -18 Berkurang
Total 1443 725 718 Berkurang
Based on Table 5, it can be concluded that the number of workers with overtime hours max per day is less than the max number of labor hours per day where there is no overtime. But it should be noted that with the addition of overtime hours, costs incurred expenses will increase. Below is an increase in costs due to the acceleration of projects that have been planned.
Table 6 Comparison of Expenditures by Project Plan Acceleration Overtime
Jenis Pekerjaan Normal Percepatan Lembur Keterangan
Pekerjaan Persiapan Rp 268,434,000.00 Rp 268,434,000.00 Sudah Selesai Pekerjaan Arsitektur Rp 13,964,705,433.13 Rp 15,233,014,808.89 Terlambat
Pekerjaan Struktur Rp 9,589,167,266.34 Rp 10,972,601,464.45 Terlambat Total Pengeluaran Rp 23,822,306,699.47 Rp 26,474,050,273.33 -
Selisih Rp 2,651,743,573.86 -
Based on Table 6, it can be concluded even though the project has been accelerated to avoid pinalty, project spending has increased by Rp. 2,651,743,573.86 or 11.13%. Further comparison between the acceleration overtime spending by 134 days late schedule can be seen in Table 7.
Table 7 Comparison of Spending Too Late 134 Days with Acceleration Overtime Jenis Pekerjaan Terlambat 134 Hari Percepatan Lembur Keterangan Pekerjaan Persiapan Rp 268,434,000.00 Rp 268,434,000.00 Sudah Selesai Pekerjaan Arsitektur Rp 13,964,705,433.13 Rp 15,233,014,808.89 Terlambat Pekerjaan Struktur Rp 9,589,167,266.34 Rp 10,972,601,464.45 Terlambat Denda Pinalty Rp 3,192,189,097.73 Rp - - Total Pengeluaran Rp 27,014,495,797.20 Rp 26,474,050,273.33 -
Selisih Rp 540,445,523.87 -
Based on Table 4.7, spending more days overdue 134 USD. 540,445,523.87 compared to the acceleration of overtime. Therefore, by using acceleration overtime, contractors can save costs (reductional cost) of Rp. 540,445,523.87 or 2% of total spending 134 days late.
Further comparison between the duration of the planning, the actual plan, and the acceleration of the project on the project Aeropolis tower 1 is as follows.
Table 8 Duration Plan, Actual, and Acceleration in Sub Occupation
Sub Pekerjaan Durasi (Hari)
Rencana Aktual Percepatan
Pekerjaan Persiapan 329 474 333
Pekerjaan Arsitektur 232 232 127
Pekerjaan Struktur 258 401 316
Figure 8 Histogram Duration Plan, Actual, and Acceleration in Sub Occupation
CONCLUSIONS
Based on the results of the planning and control of the building project 8 precast floor system using MS Project on building Aeropolis Tower 1 is done by PT. Anditama rides Prosperous using Microsoft Project and based on the analysis and discussion of research that has been done, then it was concluded as follows:
1 Based on the obtained number of initial project planning project implementation duration is 329 days (working days project) with implementation starting from the date of 25 November 2013 until 14 November 2014 with the max amount of labor needed to reach 912 people. But the energy in the field is only 105 people in the field of labor where less than 807 people with plans.
2 In accordance with the S curve graph plan and actual S curve until week 34, the graph shows that the actual S curve is below the curve S plan where the actual value of the S curve graph of 37.32% while 73.84% S curve plan. So it can be concluded the project has been delayed by 36.52% at week 34.
3 Duration of the project becomes longer or delayed, where if there is no acceleration of the timetable of this project will be completed at week 72 or dated 8 April 2015 (474 days project work).
4 If the new project is completed on April 8, 2015, the contractor shall pay pinalty of 0.1% of the total contract value per day. The project has been delayed project Aeropolis 134 days from the deadline for final completion of the project on November 25, 2014 according to the contract. It can be concluded pinalty contractors are required to pay a fine of Rp. 3,192,189,097.73.
5. analysis for maximum acceleration on the project schedule, the project was completed on 18 November 2014 Acceleration is done by adding the resources include:
- The addition of 1 unit of the crane to the work yard and installation of precast components - Increasing the number of casual workers in the field and make overtime hours so that the total workforce to 620 people.
6 With the acceleration and overtime, the total cost to Rp. 26,474,050,273.33 or an increase of 11.13% of the total cost of the plan is issued. However, if the acceleration overtime compared to the normal cost of the plan has been delayed as much as 134 days project, a project can save the expenditure of Rp. 540,445,523.87. Therefore, by using acceleration overtime, contractors can save costs (reductional cost) of Rp. 540,445,523.87 or 2% of the total expenditure of normal (134 days late).
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