Construction Delays Analysis in the Kampung Akuarium Flats Project, Penjaringan-Jakarta

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Construction Delays Analysis in the Kampung Akuarium Flats Project, Penjaringan-Jakarta

Intan Dian Amalia, Eddy Triyanto Sudjatmiko

^*

, B.M.A.S. Anaconda Bangkara

Department of Civil Engineering, President University, Cikarang, Indonesia Received 16 September 2023; received in revised form 27 September 2023; accepted 28 September 2023

Abstract

The most common impediment to project work is a delay in implementing work activities. Even though the completion time has been calculated, there are several influencing factors, such as natural factors that cannot be predicted, late material delivery, a lack of workers that are not optimal when doing project work, and insufficient funds. In this case, the construction project of the Kampung Akuarium flats in Penjaringan area of North Jakarta was delayed from both technical and non-technical. The objective of this study is to identify the factors causing the project delays and the delay time of the project. This research was conducted by collecting data obtained and processed using Microsoft Project 2019 and the Critical Path Method (CPM) to help identify the problems. From the results that have been analyzed, critical paths include the structural work, finishing architecture 3rd floor, finishing architecture 4th floor, and finishing architecture 5th floor. If not completed immediately or delayed during implementation, the entire project schedule will be delayed. This has an effect where the initial contract plan was completed in 182 days to 259 days with a difference of 77 days or 11 weeks.

Keywords: delay analysis, flats, Kampung Akuarium, Critical Path Method, Microsoft Project

1. Introduction

A construction project is an activity carried out within a limited period, with certain resources, to achieve results agreed upon by both parties, namely the owner and contractor. Implementation according to UUJK (Construction Services Act) No.18/1999 article VI, namely a series of planning as well as implementation and supervision covering architectural, civil, mechanical, electrical, and environmental planning work and their accessories, has the same function to support the realization of national development. The community can benefit from this development’s results and produce people’s prosperity and welfare.

On the other hand, conditions and situations that can impede an entire project can result in delays in completing the work so the time that has been planned in the contract document is not appropriate which causes material and time losses. In general, the causes of delays are the problem of late delivery of materials, lack of construction workers, natural disasters, and the environment that is difficult to access [1]. For example, the construction of Kampung Akuarium flats located in Penjaringan of North Jakarta, was built on a land area of 10.420 m² with an initial plan of 5 towers with a split floor concept.

The project's initial plan starts on February 14, 2022, and uses the Lump Sum Fixed Price contract. The project experienced delays for months and caused losses to many parties.

Critical Path Method (CPM) is a time-oriented method, with a path that has a series of activity components with the longest total consisting of critical series starting from the beginning of the activity until the last activity. The Critical Path

*Corresponding author. E-mail address: [email protected] Tel.: +62(0)21 89109763

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method can help determine work activities that are a priority to be completed first to minimize delays on projects [2-3].

Therefore, it helps researchers analyze the implementation of activities with a critical path through a Network Diagram.

Based on the background exposure that has been described, this research aims to identify the factors causing the project delays and the delay time of the project. To analyze the construction delay, this study was conducted using the Microsoft Project application by analyzing the delay with the Critical Path Method.

2. Method

The methodology of this study is shown in Fig. 1. Then, the method of this study is described as follows. Identifying delay factors is necessary so that in the future, we can avoid the same problems that are detrimental to both parties and speed up the project schedule or the initial plan that has been determined. A successful project is a project that is completed on time, the quality used is maintained, and the incoming and outgoing budget can be controlled [4]. The way to minimize the possibility of delays in project completion is to analyze and identify problems using general data related to the project completion schedule, such as the S-curve that will be calculated to find the critical path using the help of Microsoft Project software to analyze what happened during implementation base on general project data [5-6].

Fig. 1 Study Methodology

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The Kampung Akuarium flats in the Penjaringan area of North Jakarta were first built on April 11, 2016, with a land area of 10.420 m² which is divided into 5 (five) towers, where 2 (two) have been built, and 3 (three) towers are under construction. The 2 (two) towers being worked on are under the ownership of PT. GS and PT. PIL and the task of constructing of 2 (two) towers are given to PT. TEP. The location of the flats project, as shown in Fig. 2. The S-curve of the project as seen in Fig. 3.

Fig. 2 Location of Kampung Akuarium flats

Fig. 3 The S-curve

Hanumm’s first developed S-curve by observing several projects from the start of construction until the completed project. The S-curve is a graph that shows the progress of an ongoing project based on work time, work items, and weights in the form of a cumulative percentage of work. The S-curve is formed like the letter S and is formed from the progress of the project that goes up and down due to delays. S-curve can provide progress or delay of project by comparing it with the

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28 M29 M30 M31 M32 M33

14-20 21-27 28-06 07-13 14-20 21-27 28-03 04-10 11-17 18-24 25-01 02-08 09-15 16-22 23-29 30-05 06-12 13-19 20-26 27-03 04-10 11-17 18-24 25-31 01-07 08-14 15-21 22-28 29-04 05-11 12-18 19-25 26-30

PEKERJAAN PERSIAPAN 9.053 0.655 0.655 0.655 0.655 0.395 0.292 0.292 0.292 0.292 0.292 0.292 0.583 0.292 0.292 0.292 0.292 0.292 0.292 0.292 0.292 0.292 0.292 0.292 0.292 0.208

0.000 0.816 0.205 0.000 0.165 0.216 0.105 0.004 0.081 0.000 0.137 3.359 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198 0.198

PEKERJAAN BANGUNAN BLOK - C STRUKTUR

PEKERJAAN PONDASI TIANG PANCANG 7.993 0.864 1.512 1.512 1.512 1.512 1.080

0.000 0.000 0.000 0.000 0.999 0.747 2.602 1.528 0.000 2.031 0.016 0.051

PEKERJAAN PILE CAP & SLOOF 3.606 0.249 0.870 0.870 0.870 0.746

0.060 0.045 0.209 0.823 0.823 0.823 0.842

PEKERJAAN STRUKTUR LANTAI 1 5.341 1.457 1.699 1.699 0.486

1.335 1.335 1.335 1.335

0.481 1.683 1.683 0.481

PEKERJAAN STRUKTUR LANTAI 2 & 2A ^4.327 ^1.082 ^1.082 ^1.082 ^1.082 ← PERUBAHAN

0.464 1.623 2.086

PEKERJAAN STRUKTUR LANTAI 3 & 3A 4.173 1.043 1.043 1.043 1.043

0.440 1.540 1.980

PEKERJAAN STRUKTUR LANTAI 4 & 4A 3.960 0.990 0.990 0.990 0.990

1.234 0.960 0.960 0.411

PEKERJAAN STRUKTUR LANTAI 5 3.565 0.891 0.891 0.891 0.891

0.113 0.397 0.397 0.397 0.057

PEKERJAAN LANTAI ATAP 1.362 0.272 0.272 0.272 0.272 0.272

0.219 0.768 0.768 0.768 0.768 0.549

PEKERJAAN BAJA RANGKA ATAP 3.840 0.960 0.960 0.960 0.960

ARSITEKTUR

PEK. FINISHING ARSITEKTUR - LANTAI 1 4.482 0.071 0.498 0.498 0.498 0.498 0.498 0.498 0.498 0.498 0.427

0.448 0.448 0.448 0.448 0.448 0.448 0.448 0.448 0.448 0.448

PEK. FINISHING ARSITEKTUR - LANTAI 2 5.397 0.687 0.687 0.687 0.687 0.687 0.687 0.687 0.589

0.675 0.675 0.675 0.675 0.675 0.675 0.675 0.675

0.680 0.680 0.680 0.680 0.680 0.680 0.680 0.680

1.081 1.081 1.081 1.081 1.081 1.081 1.081 1.081

MEKANIKAL

PEKERJAAN INSTALASI AIR CONDITIONING 0.296 0.004 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.025

0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027 0.027

PEKERJAAN INSTALASI PLUMBING 7.368 0.105 0.737 0.737 0.737 0.737 0.737 0.737 0.737 0.737 0.737 0.632

0.670 0.670 0.670 0.670 0.670 0.670 0.670 0.670 0.670 0.670 0.670

PEKERJAAN INSTALASI FIRE HYDRANT 1.952 0.028 0.195 0.195 0.195 0.195 0.195 0.195 0.195 0.195 0.195 0.167

0.177 0.177 0.177 0.177 0.177 0.177 0.177 0.177 0.177 0.177 0.177

PEKERJAAN INSTALASI FIRE SPRINKLER 3.388 0.048 0.339 0.339 0.339 0.339 0.339 0.339 0.339 0.339 0.339 0.290

0.308 0.308 0.308 0.308 0.308 0.308 0.308 0.308 0.308 0.308 0.308

ELEKTRIKAL

PEKERJAAN INSTALASI LISTRIK & PENANGKAL PETIR6.941 0.084 0.585 0.585 0.585 0.585 0.585 0.585 0.585 0.585 0.585 0.585 0.585 0.418

0.534 0.534 0.534 0.534 0.534 0.534 0.534 0.534 0.534 0.534 0.534 0.534 0.534

PEKERJAAN INSTALASI SOUND SYSTEM ^0.388 KONTRAK AWAL→ ^0.005 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.033 ^0.023

0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030 0.030

PEKERJAAN INSTALASI FIRE ALARM 2.458 0.030 0.207 0.207 0.207 0.207 0.207 0.207 0.207 0.207 0.207 0.207 0.207 0.148

0.189 0.189 0.189 0.189 0.189 0.189 0.189 0.189 0.189 0.189 0.189 0.189 0.189

PEKERJAAN INSTALASI SECURITY SYSTEM 0.335 0.004 0.028 0.028 0.028 0.028 0.028 0.028 0.028 0.028 0.028 0.028 0.028 0.020

0.026 0.026 0.026 0.026 0.026 0.026 0.026 0.026 0.026 0.026 0.026 0.026 0.026

PEKERJAAN INSTALASI TELEPON 0.063 0.001 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.005 0.004

←REALISASI ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005 ^0.005

PEKERJAAN MATV 0.233 0.003 0.020 0.020 0.020 0.020 0.020 0.020 0.020 0.020 0.020 0.020 0.020 0.014

0.018 0.018 0.018 0.018 0.018 0.018 0.018 0.018 0.018 0.018 0.018 0.018 0.018

TOTAL 100.000

RENCANA PROGRESS PER MINGGU 100.000 1.519 2.167 2.167 2.167 2.156 2.242 1.162 2.618 3.218 4.137 4.522 0.000 6.420 6.306 4.325 4.683 5.167 5.802 6.923 6.923 6.704 6.084 5.373 3.572 2.634 1.009

RENCANA KUMULATIF PROGRESS PER MINGGU0.000 1.519 3.686 5.853 8.020 10.176 12.418 13.580 16.198 19.416 23.553 28.075 28.075 34.495 40.801 45.126 49.810 54.977 60.779 67.702 74.625 81.329 87.413 92.786 96.358 98.991 100.000

REALISASI PROGRESS s/d M13 0.000 0.816 0.205 0.000 1.164 0.963 2.707 1.532 0.141 2.031 0.198 0.000 3.619

RENCANA KUMULATIF PROGRESS s/d M13 0.000 0.816 1.021 1.021 2.185 3.148 5.855 7.387 7.528 9.559 9.757 9.757 13.376

RENCANA PROGRESS ADD 1.021 1.021 2.356 3.457 3.658 4.648 6.636 5.827 4.784 4.468 5.212 5.891 6.700 6.700 5.740 5.740 5.292 3.435 2.760 1.279

RENCANA KUMULATIF PROGRESS ADD PER MINGGU 13.376 14.397 15.418 17.775 21.232 24.890 29.538 36.175 42.001 46.785 51.253 56.465 62.356 69.056 75.755 81.495 87.235 92.526 95.961 98.721 100.000

→↑

ITEM PEKERJAAN BOBOT

FEBRUARI 2022 MARET 2022 APRIL 2022 MEI 2022 JUNI 2022 JULI 2022 AGUSTUS 2022 SEPTEMBER 2022

↑ Addendum tgl 18/05/2022

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initial plan, The S-curve is also referred to as a type of time control for something to be compared between the plan and the implementation of realization. The S-curve will help the Microsoft Project to process data using the Critical Path Method (CPM). The critical Path Method is a time-oriented method, with a path that has a series of activity components with the longest total consisting of critical series starting from the beginning of the activity until the last activity. The Critical Path Method can help determine work activities that are a priority to be completed first to minimize delays on projects [7-8].

Therefore, it helps researchers analyze the implementation of activities with a critical path through a Network Diagram. An example of the Critical Path Method as shown in Fig. 4, where ES is the early start, ID is the activity ID, EF is the early finish, SL is the slack time, LS is the late start, DUR is the duration, and LF is the late finish.

Fig. 4 Example of Critical Path Method [7].

3. Results and Discussion

Critical Path Methods is a mathematically based algorithm for set the project schedule activities by determining and calculating Early Start, Early Finish, Late Start, and Late Finish for all work activities without showing limited resources by analyzing the forward and backward passes on a scheduled network [9-10]. Early Start and Early Finish date of activities are calculated at the earliest possible time which means how early an activity can begin and finish (Forward pass). Late Start and Late Finish dates of activities are calculated at the latest possible time which means how late an activity can begin and be completed (Backward pass).

Float or slack is the tolerance limit for delays in activities in the form of time if there is a delay to start from Early Start but does not change the overall duration of the implementation, slack can be calculated by evaluating several work activities that can be postponed by finding the difference between Late Start, Early Start, and the duration. Float is divided into 2 parts as follows [10]. The first part is the free float (Subsequent tasks), where the amount of time in an activity that can be postponed without affecting the next activities, is expressed as follows.

𝐹𝐹 = 𝐸𝑎𝑟𝑙𝑦 𝑆𝑡𝑎𝑟𝑡 (𝑜𝑓 𝑠𝑢𝑐𝑐𝑒𝑠𝑠𝑜𝑟) − 𝐸𝑎𝑟𝑙𝑦 𝐹𝑖𝑛𝑖𝑠ℎ (𝑜𝑓 𝑐𝑢𝑟𝑟𝑒𝑛𝑡)

The second part is the total float (Project completion), where the amount of time in an activity that can be late without affecting the project finish date, is shown below.

𝑇𝐹 = 𝐿𝑎𝑡𝑒 𝑆𝑡𝑎𝑟𝑡 − 𝐸𝑎𝑟𝑙𝑦 𝑆𝑡𝑎𝑟𝑡

The realization of time schedule in this project is indicated in Fig 5. The time schedule includes the activities of preparatory work, structure work, architecture work, mechanical work, and electrical work.

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Fig. 5 Time Schedule Realization R2

751 T 849

763 98 861

751 U 849

763 98 861

751 V 849

763 98 861

751 W 849

763 98 861

751 X 849

763 98 861

751 Y 849

763 98 861

0 A 259 259 B 350 350C413 413D441 441 E469 469F497 497G525 525 H553 553I588 588J609 609 K 681 681L751 693 N777 777 O861

0 259259 259 91 350 350 63 413 41328441 441 28 469 469 28 497 497 28525 525 28 553 553 35 588 58821 609 621 72 693 69370763 693 84777 777 84 861

609M693 60984693

ESAEF

LST LF

609P686 78477861 609Q686 78477861 609R686 78477861 609S686 78477861

START FINISH

Fig. 6 Critical Path Diagram

Network analysis (Fig. 6) is part of the critical path by searching for Early Start, Early Finish, Late Start, and Late Finish for all activities without showing resource constraints using forward and backward passes analysis, after which calculating floats in the form of activity delay limit tolerances.

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4. Conclusions

Projects that experience delays that are not by predetermined plans can be analyzed in the real-time schedule using Microsoft Project software to find out work activities that are very influential in the successful completion of the project.

The Microsoft project software using Critical Path Method (CPM) can find a critical path on a project. Suppose all structural and architectural finishing work of the 3rd floor, 4th floor, and 5th floor are not carried out immediately or are delayed during implementation. In that case, it will delay the completion of the whole project. The initial plan for Kampung Akuarium flats project can be completed in 182 days starting from February 14, 2022, to August 14, 2022, experiencing delays with 2 new reference schedule revisions to 259 days from February 14, 2022, to October 30, 2022. It can be concluded that the difference is 77 days or 11 weeks.

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