Analysis of Project Acceleration Crash

Analysis of Project Acceleration Crash Background In the process of project implementation, it is always related to the cost, time and quality of construction. The initial stage in a construction project is the planning stage. Planning project activities is a very important issue because planning activities is the basis for the project to run and so that the implemented project can be completed with optimal time. In the process of implementing a construction project, it will always be influenced by previous activities, starting from the planned ideas and planning. In the development of a construction project, project cost control is an important thing in the process of managing project costs. In the activities of a project, there will be many problems such as wasteful use of materials, unskilled labor and untimely project completion time, causing wasteful costs that are not in accordance with planning. Planning, cost and time control are part of overall construction project management. In addition to assessment in terms of quality or quality, the achievement of a project can also be assessed in terms of cost and time. The costs that have been incurred and the time used in completing a job must be measured continuously for deviations from the plan. The existence of significant cost and time deviations provides an indication of poor project management. A project will be considered successful if the product is produced according to quality standards, implementation time and budget limits that have been set, sometimes there are times when there are deviations between these three aspects. Time and cost can still be optimized again, what is meant by cost optimization in this case is between the best cost and time ratio, which can produce minimum costs with minimum time as well, while for quality is absolutely unchangeable and must be in accordance with planning. In addition, time is very important in project implementation. With time, it can be determined when a job ends. It can also be known whether a job is wasteful or efficient if it cannot be managed properly. At the project planning stage, it is necessary to estimate the duration of the project implementation time. The reality in the field shows that the completion time of a project varies, as a result the estimated completion time of a project cannot be ensured to be kept. The level of accuracy of the estimated project completion time is determined by the level of accuracy of the estimated duration of each activity in the project. In addition to the accuracy of time estimates, confirmation of the relationship between project activities is also needed for project planning. In estimating time and cost in a project, optimization is required. A. Accelerate Project Completion Time Accelerating project completion time is an effort to complete the project earlier than the completion time under normal circumstances. The process of accelerating the project completion time is called the Crash Program. With the acceleration of this project, there will be a reduction in the duration of activities in activities that will be held crash program. However, there is a crash duration limit, which is a limit where reducing the time past this time limit will no longer be effective. The maximum crashing duration of an activity is the shortest duration to complete an activity that is still technically possible assuming resources are not an obstacle (Soeharto, Iman, 1999). The consequence of an accelerated project or crashing program is an increase in direct costs. B. Time Cost Trade Off Completion of activities in a project requires the use of a minimum amount of resources and an optimum completion time, so that activities will be completed at normal cost and normal duration. If at any time a faster completion is required, the addition of resources allows a reduction in project duration by compressing the duration of the activity, it must still be sought so that the addition in terms of cost is as minimal as possible. The cost control carried out is direct cost, because this cost will increase if a reduction in duration is made. This compression is done on activities that are on the critical path and have the lowest cost slope. Duration acceleration can be carried out by increasing the number of workers, increasing working hours (overtime), adding or replacing more productive equipment, and replacing materials that can make work faster without reducing quality and improving construction methods. Description: Time Component ● Normal Time, which is the completion of activities under normal conditions. ● Acceleration Time (Crash Time), which is the shortest time most likely to complete the activity Cost Component ● Total direct costs for the selected project length, e.g. personnel and equipment costs. ● Total indirect costs for the selected project length, e.g. consultancy and administration costs. In a crashing project, there are three cost components, namely: ● Normal Cost, which is the direct cost of completing activities under normal conditions. ● Acceleration Cost (Crash Cost), which is the direct cost of completing an activity under accelerated/crash conditions (at the shortest possible time to complete the activity). C. Resource Addition Adding resources can be done in various ways including: 1. Additional Working Hours Overtime work can be done by increasing the working hours each day, without increasing the number of workers. Overtime work is dangerous and the work will be very heavy. Therefore, overtime work must be paid in addition to normal wages. In addition, it is necessary to provide other additional equipment such as lights, work security, health facilities and increased quality control due to the decline in workers' work ability (Setyorini and Wiharjo, 2005). Overtime work results in a decrease in productivity. Worker productivity will decrease by 0.1 and work performance will decrease by 10% for every one hour of overtime. 2. Labor Addition The addition of labor in question is the addition of the number of workers in one unit of workers to carry out an activity without increasing working hours. The optimum addition of labor will increase work productivity because there is too little land to work (Setyorini and Wiharjo, 2005). For this reason, the following points need to be considered: ● The capacity of the place to accommodate the number of workers ● Ease/flexibility in carrying out work ● Supervision of labor ● Job security D. Crashing Program In preparing the schedule of a construction project, an ideal schedule is usually not immediately produced, one of the objectives of preparing the schedule is to produce a realistic schedule based on reasonable estimates. Many cases of determining the duration of a project are determined by the project owner without considering the type of activity and the complexity of the work. This makes the schedulers adjust the duration of each job in order to meet the demands of the project owner, so that it can produce an inefficient and sometimes unrealistic schedule, such as the occurrence of shifts in the implementation of work, overtime work or mobilizing labor in large groups. The crashing process is a way of estimating variable costs in determining the maximum duration reduction at the most economical cost of activities that are still possible to reduce (Ervianto, 2004). Crashing is done so that the work is completed with a cross exchange of time and cost by increasing the number of work shifts, the number of working hours, the amount of labor, the amount of material availability and using more productive equipment and faster installation methods as a cost component (direct cost). The Crashing program according to Badri (1997), which is in a project that is desired to be completed within a predetermined time, can accelerate the duration of activities with the consequence of increasing costs. The point (Dn,Cn) expresses the relationship of time Dn to cost Cn if the activity is under normal conditions. There is a limit called crash time or crash limit (acceleration time limit) which states that subsequent time reductions (which exceed this limit) will no longer be effective. This time reduction will only be effective if the time on critical activities is reduced, so what needs to be considered is the activity that is on the critical path. In order to obtain time reduction at the smallest cost. So, the indicator of work that can be selected for acceleration is the work with the smallest cost slope value. Because the smallest cost slope value interprets the smallest cost increase. E. Program Crashing Analysis In accelerating the project duration, it is usually done on jobs that have a critical path. Because the activities that have a major influence on the project are on the critical path. The provisions of the plan on this alternative to adding working hours are as follows: 1. Normal working time is 8 hours per day (08.00 - 17.00) with 1 hour break (12.00 13.00), while overtime work is done after normal working time for 3 hours per day (18.30 - 22.30). There are only 6 working days in a week, which are Monday - Saturday. 2. According to the Decree of the Minister of Manpower Number: KEP.102/MEN/VI/ 2004 article 11, wages for working hours (overtime) are calculated as follows: a. For the first 1 hour of overtime work, the wage to be paid is 1.5 times the hourly wage. b. For each subsequent hour of work, the wage payable is 2 times the hourly wage. 3. Productivity for overtime working hours is calculated at 60% of normal productivity Calculation of Daily, Normal and Accelerated Productivity Accelerated daily productivity is obtained from the sum of normal daily productivity with work productivity during overtime hours per day. The addition of overtime working hours according to the applicable regulations is carried out for 3 hours per day, while the productivity of overtime hour workers is assumed to decrease, and is only calculated at 80% of the productivity of regular working hours. The steps for calculating the daily productivity of accelerated work are as follows: a. Calculate the volume of work b. Calculating normal duration c. Calculating normal daily productivity d. Normal productivity/hour e. Overtime hour productivity f. Accelerated daily productivity F. Project Scheduling The scheduling objectives are as follows: a. Simplify the formulation of project problems. b. Determine the appropriate method or method. c. The smooth running of activities is more organized. d. Obtain optimum results. While the scheduling functions in a construction project include: a. Determine the total duration required to complete the project. b. Determine the implementation time of each activity. c. Determine activities that cannot be delayed or delayed and determine the critical path. d. Determine the progress of project implementation. e. As a basis for calculating project cash flow f. As a basis for scheduling project resources, such as labor, materials, and equipment. g. As a project control tool.