Analysis of the Evaluation Review Technique (Pert) Program Method on the Construction Project of the

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Analysis of the Evaluation Review Technique (Pert) Program Method on the Construction Project of the

Stroke Services Center of Haji Hospital Surabaya

Hasfikar, M. Ikhsan Setiawan

Department of Civil Engineering, Faculty of Engineering Narotama University, Indonesia [email protected], [email protected]

Abstract

Planning with the PERT method on the construction of the stroke service center building of the Haji Hospital in Surabaya, in carrying out the project there was a delay in the completion process. It was obtained information that the completion of the construction project of the Surabaya Hajj Hospital building took 175 days. The completion of the project exceeds the planning normal distribution curve. For this reason, the author will examine the critical path of the Surabaya Haji Hospital project using the PERT (Program Evaluation and Review Technique) method. PERT is a network-based project scheduling method that requires three time estimates for each activity: Optimistic, Pessimistic, and Most Likely. From the results of the analysis of the planning schedule for the construction of the stroke service center of the Haji Hospital in Surabaya, it can be seen that the critical path is at, a. Minimum score, B - C -D : (B.4. Structural work), (C.5. Substructure work), (D.14. Superstructure work). b. Mean value. E - R - G - N : (E.14. Superstructure work), (R.4. Roof truss work), (G.16, first floor work), (N.6, GWT work), c. Maximum value. H - I - J - K - L - M - N : (H.14. Second floor work). (I.13. Third floor work). (J.12. Fourth floor work), (K.8. Fifth floor work), (L.15. Mechanical and electrical work). (M.9. Power house work), (N.6. GWT work), after analyzing the construction of the stroke service center building of the Surabaya Haji Hospital, it is likely that there will be delays and can help reduce the total duration of the work to 140 days of completion, or more 35 days sooner than the initial planned duration. The achievement of the target has a 1.59 chance which refers to the Normal Distribution Curve, the Z value or 1.59 chance means that there is an 80% probability.

Keywords

:

Pert, Planning Schedule, Probability, Surabaya Haji Hospital

1. Introduction 1.1. Background

The owner sees that the construction project is closely related to the development of human needs. To fulfill this, the construction project must be processed professionally with good management and weight. The success or failure of a project is determined by the wisdom taken. Therefore, for development, good planning and scheduling is needed, among others, by considering efficient time, cost and quality (Efendi 2014). But in reality this perfect implementation is very difficult to realize, the cause is that there are many obstacles in the implementation process . As in the construction project of the stroke service center building of the Haji Surabaya Hospital in carrying out the (Caesaron 2015) project there was a delay in the completion process. For this reason, the author will examine the critical path of the Surabaya Haji Hospital project, using the PERT (Program Evaluation and Review Technique) method, which is often used in project planning time scheduling.

PERT is a network-based project scheduling method that requires three time estimates for each activity:

Optimistic, Pessimistic, and Most Likely (soeharto 1999). With this background, in this final project the title

"Analysis of the program evaluation review technique (pert) method on the construction project of the stroke service center of the Haji Hospital, Surabaya".

The schedule is one of the parameters that become a benchmark for the cleanliness of a construction project, in addition to budget and quality. Scheduling needs to be considered in project management to determine the duration and sequence of project activities, so that a logical and realistic schedule is formed. In general, project scheduling uses fixed duration estimates. However, there are many factors of uncertainty so that the duration of each activity cannot be determined with certainty. Factors causing the uncertainty of the duration include work productivity, weather and others. With these problems the author will analyze the construction schedule using the PERT method. The uncertainty in determining the duration of a project in the PERT method is reflected by three estimation values, namely optimistic duration, most likely duration, and pessimistic

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duration. In this method the duration of time used is taken from the average between pessimistic, most likely, and optimistic. So that we can observe the critical path in the construction project scheduling and can see the exact duration of each activity. In this study the author will conduct a case study on the construction project of the stroke service center of the Haji Hospital Surabaya.

1.2.

Formulation of the Problem

The formulation of the problem is as follows:

1. How to make project completion duration using PERT method?

2. Using the PERT method, what activities in the project are critical activities?

1.3. Scope of Problem

In order for the discussion described in this paper to be more detailed and systematic, the limitations of the problem are: The study only refers to the duration of the work phase in the construction of a stroke service center building at Haji Hospital Surabaya.

1.4.

Research Purposes

The objectives of this research are:

1. Analyzing critical activities using the PERT method in the construction of a stroke service center building at Haji Hospital Surabaya.

2. To analyze the life of the project based on the PERT method on the construction of a stroke service center building at Haji Hospital Surabaya.

2. Literature Review

2.1. PERT (Program Evaluation and Review Technique)

According to Nurjaman & Damiyanti (2018). The PERT (Program Evaluation and Review Technique) method is a network-based project scheduling method that requires three time estimates for each activity. Using these three time estimates, the probability of project completion by the specified date can be calculated, along with standard start and end times for the activity or event. The purpose of the three allegations of time, namely:

1. Optimistic Duration (To), which is the fastest estimated time in project completion

2. Most Likely Estimated Duration (Tp), the time commonly used in project completion and has a high percentage of probability

3. Pessimistic Duration (Tm), which is the longest estimated time used for project completion.

2.2. PERT Method Processing

According to Nurjaman & Damiyanti (2018)Processing of the PERT Method The PERT method begins with determining the duration of to, tp, and tm. The values for to and tp based on PERT theory lie around the mean time (tr). The probabilities of to and tp in this case are assumed to be between 90% to 95% with the equation:

to = tr – z.se ………

tp = tr + z.se ………

Information : to: optimistic time tp: pessimistic time tr: average time

z: value from normal distribution table se: standard deviation

The z value is obtained from the normal distribution table with a predetermined probability. The value of tm is the value that is sought and then correlated to te, in other words te is known first than tm. The normal probability equation is:

z = (tr –te)/se ………….

Information:

z: value from normal distribution table tr: average duration

se: standard deviation te: Expected time

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2.3. Network Planning

Network planning is a graphical statement of the activities required to achieve the ultimate goal.

According to Djojowirono (2005), network planning is a method or technique in planning and supervising a project. Network planning is useful for:

a. Knowing the logic of dependence from one activity to another.

b. Clearly indicate critical and non-critical completion times. It is possible to achieve a more economical project implementation in terms of financing.

2.4. Time Schedule (Work Plan)

According to Djojowirono (2005), what is meant by a work plan (time schedule) is a detailed time division provided for each part of the work, starting from the initial parts of the work to the final parts.

3. Research Methodology 3.1. Research Flowchart

The research work that will be used is as follows

Figure 1 Research Flowchart

1. Data Collection

Primary data is the most important data to support data processing. Primary data consists of working drawings, RAB (Expense Budget Plan), time schedule so that after the collection, more specific data processing can be carried out. Not only primary data is used in conducting research but secondary data is needed including writing references, book or journal literature, and result data that are very important in conducting research.

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30 2. Data Analysis And Processing

After the primary data is met, it will be continued with data processing. The data that is processed is in the form of RAB data (Cost Budget Plan) and time scheduling, this is adjusted to the problems that occur. So in this research will try to plan the cost and time of project implementation with the help of software. This analysis focuses more on the calculation of the RAB, and the time schedule. The data obtained is used to complete the recalculation of the RAB and compare it with the RAB of the contractor.

3. Data Processing

Processing is carried out based on the results of research obtained on the construction work of the stroke service center of the Haji Surabaya Hospital in Manyar Kertoadi, Klampis Ngasem, kec. Sukolilo, Surabaya City, East Java from related agencies such as RAB, ―S‖ curve, and project plan schedule and determining factors that influence delays will be analyzed using the Program Evaluation Review Technique (PERT) method of manual calculation using the PERT calculation method.

4. Results and Discussion 4.1. Data Analysis

The order of work based on the Project Implementation Time Schedule is:

1. Preparatory work and RK3K a. Preparatory work b. RK3K jobs

c. Main building work d. Preparatory work 2. Structural work

a. Earthwork b. Substructure work c. Pile cap work 3. Upper structure

a. 1st floor work b. 2nd floor work c. 3rd floor work d. Floor work 4 e. Floor work 5 f. Floor work 6 g. 7th floor work h. Floor work 8 i. Roof work 1 j. Steel work k. Roof truss work 4. Non-standard work a. Structural work b. Foundation work 5. Architectural work

a. 1st floor work b. 2nd floor work c. 3rd floor work d. Floor work 4 e. Floor work 5

f. Mechanical and electrical work Powerhouse jobs

6. GWT

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31 1) Recapitulation of te value and variance

Table 1 Critical Path

From table 1 we get the value of te and its variance. Expected time (te) is affected by estimated optimistic time, realistic time and pessimistic time combined into a single time. This is done in order to get the expected average time accurately.

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32 2) Networking

Figure 2 Network

a. Based on the calculation of the network diagram and the critical path, Figure 4.1 shows that the path H, I, J, K, L, M, N is the critical path.

B - C -D : 4+5+14 = 23 E - R - G - N : 14+4+16+6 = 40

H - I - J - K - L - M - N : 14+13+12+8+15+9+6 = 77

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33 Table 2.

Work Activities

variance

2

6





 



 b a Description

Preparatory work

and RK3K 0.25

6 6 9 ² 



 



  Critical path

Main building work

0 . 25

6 2 5

²



 



Structural work

25 . 6 0

2 5

²



 



Substructure work

0 . 25

6 4 7

²



 



Upper structure 0.25

6 12 15 ²



 



 

Critical path

Non-standard work 0.25

6 3 6 ² 



 



1st floor work 0.25

6 15 18 ²



 



 

Critical path

2nd floor work 0.49

6 4 15 ²



 



3rd floor work 0.16

6 12 14 ²



 



 

Critical path

Floor work 4 0.16

6 11 13 ² 



 



Floor work 5 0.49

6 6 10 ² 



 



 

Critical path Mechanical and

electrical work 0.81

6 13

18 ²

 



 



 

Critical path

Powerhouse jobs 0.16

6 8 10 ²



 



 

Critical path

GWT 0.25

6 5

8 ²

 



 



Inquired duration - expected turnaround time / S

79 . 59 28 . 1

2 . 27 59

. 1

77 2 .

104   



Where:

59 . 1

52 . 2 var



 s s

k

iansiproye

s

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34

4.2. Discussion

Project Age Based on PERT Method From the table recapitulation of te value and variance (4.1) above, it can be seen:

1. The minimum value of the total project duration is 23 2. The mean value of the total project duration is 40 3. The maximum value of the total project duration is 77

The probability of achieving the target has a 1.59 chance which refers to the Normal Distribution Curve, the Z value or 1.59 chance means that there is an 80% probability

5. Conclusion

Activities that are on the critical path are activities:

1. (B - C -D : 4+5+14 = 23). B. Structural work. C. Substructure work. D. Superstructure work.

2. (E - R - G - N : 14+4+16+6 = 40). E. Superstructure work. R. Building roof truss work. G. First floor work.

N. GWT work.

3. (H - I - J - K - L - M - N : 14+13+12+8+15+9+6 = 77). H. Second floor work. I. Third floor work. J. Fourth floor work. K. Fifth floor work. L. Mechanical and electrical work. M. Power house work. N. GWT work.

The results of the analysis of the planning schedule for the construction of the stroke service center of the Haji Hospital Surabaya, obtained information that the completion of the project took 175 days. Meanwhile, by using the PERT method, it is possible to know the critical path that is likely to experience delays and can help reduce the total duration of the work to 140 days of completion, or 35 days faster than the initial planned duration. The probability of achieving the target has a 1.59 chance which refers to the Normal Distribution Curve, the Z value or 1.59 chance means that there is an 80% probability.

References

Caesaron, D. (2015). Evaluasi Heuristic Desain Antar Muka (Interface) Portal Mahasiswa (Studi Kasus Portal

Mahasiswa Universitas X). Jurnal METRIS, 16(1), 9–14.

http://ojs.atmajaya.ac.id/index.php/metris/article/view/288/241 Djojowirono. (2005). Manajemen Konstruksi (4th ed.). Teknik Sipil UGM.

Efendi, E. (2014). Pengendalian Waktu dan Biaya Menggunakan Metode Pert pada Proyek Pltu Tanjung Jati B Unit 3 dan 4 Kabupaten Jepara. Muhammadiyah Surakarta.

Nurjaman, & Damiyanti. (2018). Project management. Faithful Library.

soeharto. (1999). Manajemen Proyek dari Konseptual Sampai Operasional (Edisi 2). Erlangga.