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Analysis of the Crashing Program of Inplementation Time for the Gor Gideon Cibubur Badminton Hall Project Construction with the Critical Path Method
(CPM)
(Case Study Gor Gideon Cibubur Project Construction, West Java)
Hamonangan Girsang, Antonius Sutjiadi
Faculty of Engineering, University Mercu Buana, Jakarta, Indonesia [email protected], [email protected]
Abstrak
Sports, especially badminton, is a very important and influential part of human life. This is because exercise has an important role in maintaining health, fitness and immunity and human vitality. Therefore, the construction of sports facilities is very much needed to support all sports activities, as well as in assisting the Healthy Indonesian Government program and supporting Indonesia in achieving achievements in competing in sports around the world. In its implementation, the construction is requested to be completed early because training will be held for the targeted children's badminton competition in approximately 60 days ahead of the planned schedule. In this study, the researcher analyzed the crashing program of the implementation time using the Critical Path Method (CPM) scheduling method to determine which activities are in a critical trajectory by paying attention to the activities of their predecessors. Based on the analysis conducted by the Critical Path Method (CPM), there are 15 critical trajectories. And for Crashing Program analysis, using the Crashing Program method by adding overtime hours for 3 hours. From the results of the two analyzes above, the duration used by the Critical Path Method (CPM) method is 273 days, and after Crashing Program the time is 218 days, resulting in an optimal time difference of 55 days. The results of the study were analyzed again using the CPM method to determine the critical path after the Crashing Program. And from the analysis after the Crashing Program is done, it is found that the work after the Crashing Program is carried out there are 17 critical paths.
Kata Kunci
Badminton, Critical Path Method (CPM), Crashin Program, Gor, Optimal, Time
1. Introduction
In the current era, sport has become an inseparable part and greatly influences human life. This is because sports have an important role in maintaining human health and vitality in carrying out their activities.
In helping to run the Healthy Indonesia government program, sports arena development projects are carried out by both the government and the private sector to improve facilities and infrastructure in carrying out sports activities for every citizen of the region. Projects to build a sports arena in a new location or to revitalize an existing sports arena.
Planning project activities is the basis for the project to run smoothly and the project can be implemented in an optimal time. At the project planning stage, it is necessary to estimate the project duration (Restu Rama Bayu Adi, Devita Elga Traulia, M. Agung Wibowo, 2016). The accuracy of the estimated completion is determined by the accuracy of the estimated duration of each activity in the project (A. A. Ngurah Darmayudha, I Ketut Nudja S., 2015)
The Gor Gideon Cibubur development project is a project that is expected to support the Healthy Indonesia government program. The implementation of this development project is planned to be completed in 9 months by scheduling the S Curve time schedule which is done manually. While in the preparation stage and on the orders of the employer, the building was asked to finish 2 months earlier because the building would be used for badminton academy training. So it is necessary to do scheduling with the critical path method using CPM to find out what jobs are included in the critical path and find out the optimal project duration seen from the critical path (Atica Angelin dan Silvi Ariyanti, 2018).
88 2. Research Metodology
The research method is a series of activities or procedures used in conducting a study. This type of research is qualitative research. The project time rescheduling method used in this final project research uses the Critical Path Method (CPM). Have a goal to determine the critical path to badminton field work and take steps to accelerate the project so that it is completed faster than the planned time. The acceleration method used in this research is by adding work time. This research will be conducted based on time control data obtained from the Gor Gideon Cibubur Development project, West Java.
Figure 1 Location Gor Gideon Source : Project Data, 2020
This research was conducted at the Gor Gideon Cibubur Development project, West Java (See Figure 1).
This project is located on Jl. Swadaya Pabuaran No. 1 Ciangsana, Kec. Mt. Putri, Bogor, West Java. The research period starts from September 2020 to October 2020.
The data used in this study are divided into two, namely primary and secondary data. Primary data obtained from the Gor Gideon Cibubur Development project, West Java, includes:
1. Shop Drawing 2. Job Volume Data 3. S-Curve
Secondary data obtained from literature studies, including:
1. Book 2. Internet 3. Journal
4. Previous Research
The steps in this research are:
2.1. Analyze and identify activities
In this stage, work items are grouped and broken down into activities that are project components.
89 2.2. Determine the relationship between activities
To determine the relationship between activities in the project, the linkage is rearranged in the order according to dependency logic based on literature studies or according to the method of implementing work in the field.
2.3.Calculation Earliest Event Time (EET)
To calculate the value of the EET, forward calculations are used (Forward analysis). Starting from the earliest activity and continued with the next activity. If there are several activities leading to the same event, the largest EETj value will be taken.
2.4. Calculation Lastest Event Time (LET)
To calculate the LET value, backward calculations are used. Starting from the final activity and continuing with the previous activity. If there are several activities that come out of the same activity, the smallest LETi is taken.
2.5. Float Calculation
Float is defined as the amount of time available in an activity so as to allow delays or slowdowns of these activities intentionally or unintentionally, but the delay does not hinder the completion of all project work.
2.6. Determination of the Critical Path
After the float calculation is carried out, it can be seen that the work included in the critical path.
Activities that are included in the critical path are indicated by the amount of float calculation is zero.
2.7.Networking
The network that is formed contains a trajectory of activities and the sequence of activities that will be carried out during project implementation. Through the network diagram, work paths that are included in the critical path can be selected.
2.8.Crashing Program
After getting the project's critical path, then the work that is included in the critical path will be accelerated.
2.9.Rescheduling
After accelerating the work items included in the critical path, then rescheduling is carried out with an accelerated duration using the CPM method. After obtaining the critical path on the work item that has been accelerated, it can be seen the difference in optimal duration and changes in the critical path before acceleration.
90 3. Result and Analysis
3.1. Determination of the Critical Path
Tabel 1. Analysis Determination of Critical Path
No Job Name Code precursor
activity
Duration (Day)
Early Start
Early Finish
Late Start
Late Finish
Fl oa t
Ket.
1 hidraulic piling work A - 28 0 28 0 28 0 critical
2 pilecap work B A 21 28 49 28 49 0 critical
3 sloof work C B 21 49 70 49 70 0 critical
4 pedestal colomn work D C 21 70 91 70 91 0 critical
5 steel column work E D 28 91 119 91 119 0 critical
6 steel beam work F E 28 119 147 119 147 0 critical
7 ground floor work G F 21 147 168 147 168 0 critical
8 mezzanine floor slab work H G 21 168 189 168 189 0 critical
9 roof work I F,G 21 189 203 168 189 0 critical
10 other structures work J H,I 14 189 224 189 203 0 critical
11 Wall work K H,J 21 203 238 203 224 0 critical
12 doors and windows work L K 14 224 217 224 238 0 critical
13 ceiling work M J 14 203 252 210 224 7 not critical
14 floor and wall covering work N L,P 14 238 273 238 252 0 critical
15 painting or smelting work O M,Q 14 259 231 259 273 0 critical
16 electricity work P M 14 217 231 224 238 7 not critical
17 sanitary work Q N,R 7 252 259 252 259 0 critical
18 pipe installation work R H,S 14 189 203 238 252 49 not critical
19 drains and septic tanks work S C 7 91 98 231 238
14
0 not critical Source : Processed by the author, 2020
Table 1 is the result of determining the critical path contained in the Gor Gideon construction work item.
It can be seen that there is a relationship between the activities that determine the predecessor activity and the next activity (Successor). The results of the relationship between activities determine the earliest start time of ES and the earliest finish time of EF. There is also a start time no later than a LS and a finish time no later than a LS, with the overall duration of implementation being 273 days.
From these results there are 4 work items that have a float or delay period, namely Ceiling Work (Float 7), Electrical Work (Float 7), Pipe Installation Work (Float 49), and Ductwork and Septic Bank Work (Float 140).
From these results there are also 15 work items that are included in the critical trajectory.
91 3.2. Work Network
Figure 2. Network form Source : Processed by the author, 2020
In Figure 2, you can see the form of the network from the results of the work item analysis. There are critical paths that are traversed in red and non-critical paths that are traversed in black
3.3. Result Analysis Crashing Program
Tabel 2. Crashing Program Calculation
No Job Name Code Volume Un. Job
Coeff.
Late Start
Late
Finish Float Ket.
1 hidraulic piling work A - 1.530,00 m 0.1 0 28 0 critical
2 pilecap work B A 30,60 m3 49 28 49 0 critical
3 sloof work C B 54,80 m3 70 49 70 0 critical
4 pedestal colomn work D C 21.25 m3 91 70 91 0 critical
5 steel column work E D 27.687,20 kg 119 91 119 0 critical
6 steel beam work F E 68.058,72 kg 147 119 147 0 critical
7 ground floor work G F 120.54 m3 168 147 168 0 critical
8 mezzanine floor slab work H G 163,20 m3 189 168 189 0 critical
9 roof work I F,G 2.535,00 m2 203 168 189 0 critical
10 other structures work J H,I 1,00 m 224 189 203 0 critical
11 Wall work K H,J 3.813,20 m2 238 203 224 0 critical
12 doors and windows work L K 145.56 m2 217 224 238 0 critical
13 ceiling work M J 730,00 m2 252 210 224 7 not
critical
14 floor and wall covering work N L,P 730,00 m2 273 238 252 0 critical
15 painting or smelting work O M,Q 8.356,40 m2 231 259 273 0 critical
16 electricity work P M 275,00 231 224 238 7 not
critical
17 sanitary work Q N,R 38,00 bh 259 252 259 0 critical
18 pipe installation work R H,S 939,,00 203 238 252 49 not
critical
19 drains and septic tanks work S C 180,00 98 231 238 140 not
critical Source : Processed by the author, 2020
92
From table 3 it can be seen that is the result of the acceleration calculation of work items that are included in the critical path with the method of adding overtime hours for 3 hours with a decrease in productivity of 70%.
3.4. Analysis Results Determine the Critical Path After Acceleration Tabel 3. Results Determine the Critical Path After Acceleration
No Job Name Code precursor
activity
Duration (Day)
Early Start
Early Finish
Late Start
Late Finis h
Float Ket.
1 hidraulic piling work A - 22 0 22 0 22 0 critical
2 pilecap work B A 17 22 39 22 39 0 critical
3 sloof work C B 17 39 56 39 56 0 critical
4 pedestal colomn work D C 17 56 73 56 73 0 critical
5 steel column work E D 22 73 95 73 95 0 critical
6 steel beam work F E 22 95 117 95 117 0 critical
7 ground floor work G F 17 117 134 117 134 0 critical
8 mezzanine floor slab work H G 17 134 151 134 151 0 critical
9 roof work I F,G 17 134 151 134 151 0 critical
10 other structures work J H,I 11 151 162 151 162 0 critical
11 Wall work K H,J 17 162 179 162 179 0 critical
12 doors and windows work L K 11 179 190 179 190 0 critical
13 ceiling work M J 14 162 176 162 176 0 critical
14 floor and wall covering work N L,P 11 190 201 190 201 0 critical
15 painting or smelting work O M,Q 11 207 218 207 218 0 critical
16 electricity work P M 14 176 190 176 190 0 critical
17 sanitary work Q N,R 6 201 207 201 207 0 critical
18 pipe installation work R H,S 14 151 165 187 201 36 not
critical
19 drains and septic tanks work S C 7 56 68 180 187 124 not
critical Source : Processed by the author, 2020
Table 3 shows the results of determining the critical path after the acceleration method with the addition of overtime hours for 3 hours. There is a change in the critical path after acceleration. Where there are 2 work items that have a float or delay grace period, namely Pipe Installation Work (Float 36) and Ductwork and Septic Tank (Float 124). From these results, there are 17 work items included in the critical trajectory. With the overall implementation duration is 218 days.
3.5. Network After Acceleration
Figure 3. Network Forms After Acceleration Source : Processed by the author, 2020
93
In Figure 5, you can see the form of the network from the results of the work item analysis. There is a change in the critical path traversed in red and the non-critical path traversed in black.
3.6. Time Difference Analysis Results
Tabel 4. Optimal Time Difference
No Job Name
Duration before Crashing
Duration after Crashing
Late Finish before Crashing
Late Finish
after Crashing
1 hidraulic piling work 28 22 28 22
2 pilecap work 21 17 49 39
3 sloof work 21 17 70 56
4 pedestal colomn work 21 17 91 73
5 steel column work 28 22 119 95
6 steel beam work 28 22 147 117
7 ground floor work 21 17 168 134
8 mezzanine floor slab work 21 17 189 151
9 roof work 21 17 189 151
10 other structures work 14 11 203 162
11 Wall work 21 17 224 179
12 doors and windows work 14 11 238 190
13 ceiling work 14 14 224 176
14 floor and wall covering work 14 11 252 201
15 painting or smelting work 14 11 273 218
16 electricity work 14 14 238 190
17 sanitary work 7 6 259 207
18 pipe installation work 14 14 252 201
19 drains and septic tanks work 7 7 238 187
Source : Processed by the author, 2020
From table 5, it can be seen that the difference in time before the acceleration is 273 days and after the acceleration is 218 days. Where the difference in the calculation time is 55 days.
4. Conclusion
1. In determining the relationship between activities, care must be taken because it is very influential in determining the critical path that each activity will pass.
2. From the results of the initial calculations before the acceleration is carried out, there are 15 work items that enter the critical trajectory with the longest work duration is 273 days.
3. Based on the results of time analysis calculations using the method of adding overtime hours for 3 hours relusting in a faster work time..
4. Based on the implementation time data that has been analyzed, the project implementation will be completed in 55 days faster.
5. The results of the calculation using the CPM method for job rescheduling, there are 17 work items that enter the critical trajectory after acceleration.
6. Based on the results of calculation using the CPM method, the optimal duration
94 References
A. A. Ngurah Darmayudha, I Ketut Nudja S., N. K. A. (2015). Analisa Program Percepatan Pada Proyek Konstruksi Dengan Metode Penambahan Jam Kerja (Studi Kasus Proyek Pembangunan Agranusa Signature Villa Nusa Dua Bali). Jurnal Teknik Sipil Universitas Warmadewa, 4(1).
https://doi.org/https://doi.org/10.22225/pd.4.1.256.35-47
Atica Angelin dan Silvi Ariyanti. (2018). Analisis Penjadwalan Proyek New Product Development Menggunakan Metode Pert Dan Cpm. Jurnal Ilmiah Teknik Industri, 6(1), 63–70.
Restu Rama Bayu Adi, Devita Elga Traulia, M. Agung Wibowo, F. K. (2016). Analisa Percepatan Proyek Metode Crash Program Studi Kasus: Proyek Pembangunan Gedung Mixed Use Sentraland. Jurnal Karya Teknik Sipil, 5(2), 148–158. http://ejournal-s1.undip.ac.id/index.php/jkts
Biographies
Hamonangan Girsang, born in Simalungun, North Sumatra on February 11, 1968, Lecturer at the Faculty of Engineering, University of Mercubuana and also a Construction practitioner, Obtained a degree in Civil Engineering from Lambung Mangkurat University Banjarmasin in 1994 with the title of his thesis Design Concrete Planning as an alternative to Banjarmasin Sei Lulut Bridge. Then obtained a Masters in Civil Engineering Project Management Concentration from the University of Indonesia in 2016 with the title of a risk-based Quality Management System Evaluation thesis to increase customer satisfaction in maintaining the oil and gas production facilities of PT. XYZ. Then the Engineer professional degree was obtained from the Bandung Institute of Technology in 2020. He also teaches several subjects such as Steel Structure, Statics, Fluid
& Hydraulics Mechanics, and Design Studio. In Construction Practitioners are involved in EPC in planning and project management of Power Plants, Oil & Gas, and Mining. He is also active in the professional organization of the Indonesian Engineers Association.
Antonius Sutjiadi, was born in Bekasi on September 9, 1995. He is pursuing a bachelor's degree in Civil Engineering Study Program at Mercu Buana University and will graduate in 2021. Graduated from Vocational High School in 2013. He has worked as an assistant to supervise the construction of a coal mess at PT. AP Musi Rawas, South Sumatra in 2014, the ME drafter of an electric panel factory at PT. DWP Bekasi, West Java in 2016, drafter the structure of the tigaraksa warehouse market development at PT. ABC Tigaraksa, Kab.
Tangerang at and drafter at PT. CGS in 2020 until now.
