Planning Control Methods and Network Planning

Planning & Control Methods and Network Planning Background In every construction project to produce a good product is influenced by the planning and control of project resources. According to Mangitung, (Utama, Anugerah, et al. 2013: 87-88) project resources include man, money, material, machine, method, and space. The use of materials is a very important part of every construction project. Material is the main component of building construction, so material procurement is a part that has a large enough part of the total budget of a construction project. According to Ervianto (Utama, Anugerah, et al. 2013: 88) material planning and control can be seen in terms of procurement planning, purchasing, shipping, receiving, storage / warehousing, and distribution to construction work site locations. Three important stages that are key to success in material management are material purchasing, material use, and waste and storage control. Thus, an effort is needed to improve the ability of human resources in an effort to improve the performance of construction project management carried out by contractors, especially regarding the achievement of quality, time and cost targets. Project Planning & Control 1. Definition of Project Planning Dimyati (in Mahapatni, S. P., 2019, p. 32) Planning is a stage in project management that tries to lay the foundation of goals and objectives, as well as prepare all technical and administrative programs for implementation. Planning is a very important activity in project management, because planning is the basis of activities for monitoring and controlling projects. With good planning, the objectives of a project will be achieved. According to Santosa (in Mahapatni, S. P., 2019, p. 32), the scope of work during the process of project planning and control is divided into. a. Before the project starts. A planning process is prepared to determine the project objectives, tasks to be performed, schedule and budget. b. During the project. Plans are compared with actual performance, time and cost. c. If there is a difference between what is planned and what will actually happen, corrective actions need to be taken and cost and time estimates can be updated. 2. Project Planning Stages Mahapatni, S. P. (2019, p. 34), suggests the following stages of project planning. a. Cost Estimation Cost estimation is an important element in overall project cost management, because it has a very broad function in planning and controlling resources such as: materials, labor, time, and others. Estimation aims to estimate The amount of costs incurred to carry out an activity in the future, therefore it needs to be done as accurately as possible. Cost itself can be categorized into two types, namely direct costs and indirect costs. Direct costs are cost elements that have a direct link to the volume of work listed in the payment item or become a permanent component of the final project result. Direct cost components consist of labor costs, equipment operation, and materials. Indirect costs are cost elements that are not directly related to the volume of the physical components of the final project result, but contribute to the completion of the activity or project. Included in the indirect cost category are. a) Project costs, such as tax costs, field accommodation needs (electricity, clean water, drinking water, etc.), insurance costs (risk insurance and loss insurance), etc. b) General costs (general conditions), such as head office expenses such as office rent, telephone, etc., and documentation costs. There are several factors that affect cost estimation, as follows. 1) Labor productivity. The greater the productivity, the faster the work is completed. This is related to the amount of wages paid, but also needs a deeper analysis because with greater productivity the unit price of labor wages is also more expensive. 2) Material availability. The rarer the material in the market, the higher the price. 3) Financial Markets. The exchange rate will affect the price index of labor, as well as other project resources. b. Time Planning Time planning is determining the project schedule, the project duration of each work item from the start of the project to the completion of the project. Project scheduling also aims to make it easier to control, and to ensure that the project is completed on time. Controlling aims to avoid project delays. In project management, time management is contained in the preparation of time planning (time schedule). The first to be developed in time schedule planning was Gantt Charts. What is considered in Gantt Charts is the relationship between activities and their processing time. Gannt Charts are made after the preparation of the division of work schedule or Work Breakdown Structure. 3. Definition of Project Control Control is needed to maintain conformity between planning and implementation. According to Dimyati (in Mahapatni, S. P., 2019, p. 78) control is looking back, determining what actually happened, and comparing with previously planned results. There are certain processes that need to be carried out to control in project management, as follows. a. Worker Orientation A job will emerge from the upper management. For it to reach the lower level to be carried out, it needs authorization, which is the granting of authority to the lower management level down to the team of workers to carry out the work that is their responsibility as specified in the plan, schedule and budget. If the authority has been granted, a project manager or functional manager, or supervisor can begin to use project funds to purchase materials or pay for labor. b. Data Collection Work orders and their corresponding cost accounts are an important part of the control process. The progress of work and its costs for each work package are periodically entered into PCAS and then summarized and calculated for all work packages and departments. This provides summary information on costs for a particular department up to a certain point in time, or costs for a particular set of work packages. 4. Project Control Function Evrianto (in Mahapatni, S. P., 2019, p. 81), suggests that control has two functions, as follows. a. Monitoring Function. With good monitoring, all elements of project activities will work properly. b. Managerial Function. In projects that are complex and prone to change (dynamic), the use of good control and information systems will make it easier for managers to immediately find out which parts of the work are experiencing irregularities or have poor performance. Thus, efforts can be made immediately to overcome or minimize these irregularities. 5. Stages of Project Control According to Santosa (in Mahapatni, S. P., 2019, p. 83), there are generally three main stages in the control process, as follows: a. Define the performance standards of what is to be controlled. These standards can be technical specifications, budgeted costs, schedules, and resource requirements. b. Comparing actual performance and standard performance of work results and expenditures. c. Take corrective action if actual performance significantly deviates from the plan. 6. Project Control Methods a. Project Control with Crashing Method The faster an activity is completed, the other activities will be completed faster than the specified time so that the overall completion of the construction project is not delayed. To restore the project progress rate to the original plan, an effort is needed to accelerate the project duration even though it will be followed by an increase in project costs. One way to accelerate project duration in foreign terms is crashing. Crashing is a deliberate, systematic, and analytical process by testing all activities in a project centered on activities that are on the critical path. The crashing process is a way of estimating variable costs in determining the maximum and most economical duration reduction of an activity that is still possible to reduce. b. Time and Labor Control with the Resource Leveling Method In the implementation of a project, there is often a situation where a project sucks up too many resources (labor) and at other times requires too few resources so that the use of resources is uneven. For this reason, leveling must be done so that no resources are left (especially labor) after a certain time is needed. This resource leveling is often referred to as resourceleveling . is an activity to minimize fluctuations in the use of human resources in the overall project activity. Because resource leveling is a A valid scheduling technique that can be used on construction projects, it is an efficient technique in planning labor. The principle is to shift non-critical activities within the available lead time. Network Planning 1. Definition of Network Planning Network Planning is a management tool that allows more extensive and complete planning and supervision of a project (Hafnidar A. R., 2016: 28). Which project itself is explained as a series of activities / activities that have a starting moment and which must be carried out and completed to obtain a specific goal (Hafnidar A. R., 2016: 28). A. R., 2016: 28). Meanwhile, according to several experts explaining Network Planning with different languages, such as Sofwan Badri (1997: 13) argues that Network Planning in principle is the dependency relationship between parts of the work (variables) which are described / visualized in a Network Diagram (in the paper Lutfi Nuary. 2013. Network Planning). As for Muchlisin Riadi (2019) on his internet page describes several different experts' opinions regarding Network Planning. among them are Fahmi (2014) argues Network Planning as a condition and situation faced by a manager by placing analysis in terms of time and cost as a background in every decision, especially decisions related to networks. Nurhayati (2010) also argues that Network Planning is a tool used to plan, schedule, and monitor progress on a project. And from Dimyati (2006) Network Planning is a work network plan that involves all activities contained in the project and the logic of dependence on each other. In addition, as for the explanation of Rusland Archigreen in his scientific work, Network Planning is a description of events / events and activities that are expected to occur and are made chronologically and with a logical and related link between a events or activities with others. So from the explanation above, it can be concluded that Network Planning is a management tool that has a broader and more complete scope for planning, scheduling, supervising a project as a whole based on dependency logic, time and cost analysis to achieve certain goals. 2. Purpose & Benefits of Network Planning Rusland Archigreen explains in his scientific work that Network Planning has the following objectives. a. Assist in creating an efficient work order time schedule. b. Helps to distribute time, effort and costs equally. c. Make it easy to do Rescheduling if there is a delay in completion. d. Help determine the trade-off between time and cost efficiently. e. Helps open up other possibilities to complete the project. f. Assist with complex project planning. As for the benefits of Network Planning Rusland Archigreen explains as follows. a. Able to plan schedulling and supervise projects logically. b. Think thoroughly and in detail about the project. c. Document and communicate scheduling plans and other alternatives for project completion with or without additional costs. d. Supervise the project more efficiently, as the focus is only on the critical path that the supervisor needs to pay close attention to. The explanation of the book Construction Project Management by Hafnidar A. Rani (2016: 39-40) regarding some of the benefits of Network Planning, is as follows. a. Through logical dependency, planning must be made in detail by calculating and knowing the time and cost required. b. Through a detailed description of the organization of the division of work with critical completion time and not, it helps managers to organize the division of efforts for work. c. Provides valuable assistance in terms of communication. d. Provides the possibility of more economical implementation of the plan in terms of direct costs, eliminates doubts about the use of existing resources, etc. Apart from Hafnidar A. Rani, there is also an opinion from Lutfi Nuary (2013) which is conveyed in his scientific work regarding the usefulness of Network Planning as follows. a. The data or information obtained can be organized appropriately, showing the order of work from the most efficient in terms of cost and implementation time. b. Can focus attention on critical matters that may occur in the implementation of the project. c. Directing leaders in making decisions and managing resources in an effort to accelerate project completion. Resources include equipment, people, and facilities specific to the project. d. Facilitate coordination with the people or institutions involved. e. Facilitate supervision and control. f. A guideline for executing the work of a project. 3. Network Planning Principles The principles that must be considered in doing Network Planning are as follows. a. Network Diagrams should be easy to read and understand. b. Must start and end with an event or occurrence. c. Activities are symbolized by arrows and depicted with straight lines or broken lines. d. Intersections between arrows are avoided. e. Between the two events there is only one arrow. f. Pseudo-activities are written with discontinuous lines with the necessary amount. 4. Factors Affecting Network Planning Factors that influence Network Planning according to Eddy Herjanto (2003: 338), are: a. Analyze the project completion time schedule. b. Problems that may arise if there is a delay. c. Probability of project completion. d. Costs required in order to complete the project. 5. Pros & Cons of Network Planning The advantages and disadvantages of Network Planning that can be considered by a manager using Network Planning. The advantages of Network Planning include. a. Demonstrates a logical arrangement between activities. b. Shows the reciprocal relationship between financing and project completion time. c. Helps to pinpoint the most urgent or critical activities and the effect that the delay of an activity has on the project completion time. As for the shortcomings of Network Planning include the following. a. Does not show a time scale as is the case with gantt charts. b. Progress cannot be shown. c. The position of the journey or process cannot be seen in the diagram. 6. Network Planning Method There are various kinds of network analysis, the most widely used of which are the critical path method (CPM), and the PERT-project evaluation and review technique. a. PERT method This network method for project scheduling, known as PERT, was first developed in 1957 by the naval special projects office in collaboration with Booz, Allen, and Hamilton. Roger G Schroeder (2000: 293) defines that "PERT is a network based project scheduling method that requires three time estimates for each activity: optimistic, most likely, and pessimistic. Using these three time estimates, a probability of project completion by any specified date can be computed, along with the standard start and finish times for each activity or event". Meaning: PERT is a network-based project scheduling method that requires three time estimates for each activity: optimistic, most likely, and pessimistic, using three standard start and end time estimates for each activity or event. PERT uses a statistical approach with three time estimates, namely. 1) Estimated optimal time (o), which is the shortest time to complete the activity if everything goes without a hitch. 2) Estimated most probable time (m), which is the time that occurs most frequently compared to others, when repeated under similar conditions. 3) The pessimistic time estimate (p), which is the longest time to complete the activity if everything goes wrong. To calculate the expected duration time, use the formula. b. CPM (Critical Path Method) The critical path method (CPM) was first used on a Du Pont company construction project in 1957. This method emphasizes the cost of the project. This method is different from PERT which emphasizes time uncertainty, and for research and development (R&D) projects. In CPM there is no application of statistical methods to accommodate uncertainty. CPM also discusses the trade off between time schedule and project cost. Roger G Schroeder (2000:293), defines that: Critical Path Method (CPM) is a network-based method that uses a linear timecost tradeoff. Each activity can be completed in less than its normal time by crashing the activity for a given cost. Thus, if the normal project completion time is not satisfactory, certain activities can be crashed to complete the project in less time at greater cost. Meaning: Critical Path Method (CPM) is a fundamental work network method that uses a linear balance of time and cost. Any activity can be completed in less than normal time by bypassing the activity to deliver the cost. Thus if the normal completion time is not satisfactory certain activities can be bypassed to complete the project in less time at the best cost. In In the critical path identification process, the following terminology and calculation formulas are introduced. a. TE = E Earliest time an event occurred b. TL = L The latest time an event can occur. c. ES (Earliest Start Time) The earliest time of an activity. d. EF (Earliest Finish Time) The earliest finish time of an activity. e. LS (Latest Allowable Start Time) The latest time the activity can start. f. LF (Latest Allowable Finish Time) The latest time the activity can be completed. g. D (Duration) The period of time of an activity. Generally in days, weeks, months, and so on. h. S (Foat) A period of time that is a measure of the tolerance limit for delays in activities. General conditions of a critical path: i. In the first activity ES = LS = 0 j. In the last activity EF = LF k. Total Float = 0 c. Precedence Diagram Method PDM (Precedence Diagram Method) was introduced by J. W. Fondahl from Standford University USA in the early 60s. The PDM method is a work network that includes the classification of activities at nodes or also called Activity On Node (AON). Activities are written in nodes that are generally rectangular in shape, while arrows only indicate the relationship between the activities concerned and do not state the activity period. Advantages of PDM method compared to arrow diagrams (arrow diagram) is: 1) No need for fictitious/dummy activities, making network creation simpler. 2) Different overlapping relationships can be created without increasing the number of activities In use, PDM is easier to complete with the help of computer programs, such as: Harvard total project manager, Project scheduler network, Primavera project planner, Microsoft project and others. d. Some Conditions in Network Planning Wulfram I. Ervianto (2000: 162), suggests the provisions in the network planning as follows: 1) In its depiction, the network diagram must be clear and easy to read. 2) Must start and end at event I of the incident. 3) Activities symbolized by children arrow can be described 4) with straight lines or broken lines. 5) Intersections between arrows should be avoided as much as possible. 6) There can only be one arrow between two events. 7) The use of pseudo-activities uses a dotted line and the necessary amount. 7. Elements/Components of Network Planning a. Elements/Components of Data Network Planning Rusland Archigreen explains that there are several main data elements of Network Planning, including. 1) A logical sequence of work should be established, such as what work should be completed first before other work begins, and what work follows. 2) Estimated completion time for each job, usually using an average time based on observations. It is different if the project is new, it will be given a time allowance. 3) Costs to accelerate each job, the use of accelerating work on the critical path to support faster project completion. Such as overtime costs, the cost of adding labor, and so on. 4) Resources such as manpower, equipment (machinery), and materials required . b. Elements/Components of Network Planning Diagram Symbols Rusland Archigreen in his scientific work entitled Network Planning and Hafnidar A. Rani (2016: 40-41) also explain the symbol elements used in Network Planning to describe the Network Diagram. 8. How to Draw a Network Diagram in Network Planning According to Jay Heizer and Barry Render translated by Kresnohadi Arinoto (2001:780) the steps are as follows. a. Inventorying activities, in this step an assessment and definition of the project scope is carried out, describing or breaking it into activities or groups of activities that are project components. b. Developing relationships between activities, in this step, reorganize the components in the first item according to the logic of dependency. c. Developing a network diagram that connects all activities, in this step, the relationship between the activities that have been compiled in the second point, is arranged into a chain in an order that is in accordance with the logic of dependence. d. Assigning time to each activity, assigning a timeframe to each of the resulting activities outlines the scope of the project, as mentioned in step one. There is a key distinction in estimating activity durations between CPM and PERT. The former uses a single or deterministic estimate, while the latter uses three or probabilistic estimates. e. Identifying the critical path on the network diagram, at this stage, from the network diagram prepared in the third item, forward calculations and backward calculations are carried out. From these two calculations, the float is calculated and the critical path is identified. f. Conducting a time, cost and resource analysis, after the aforementioned steps are completed, proceed to conduct a time, cost and resource analysis which includes. 1) Determine the most optimal project timeframe in terms of cost. Demonstrated to select various alternative project durations in terms of cost. 2) Minimize fluctuations in resource usage 3) Aimed at improving the efficiency of project processing, by preventing too sharp a rise and fall in time relative to resource requirements, such as labor requirements, as far as possible. In addition, in the preparation or drawing of Network Diagrams as a followup or realization of Network Planning, it is necessary to pay attention to the following points. a. The length, shortness or slope of the arrows have no meaning in terms of job layout, duration or resources required. b. The size of the circle also has no significance in terms of the importance of the event. c. What activities precede and what activities follow. d. What activities can be together. e. The activities are limited to when they start and when they finish. f. The time, cost, and resources required of these activities. g. The arrowhead guides the direction of each activity. h. Arrows always connect two nodes, the direction of the arrows indicates the time sequence. Conclusion After discussing the Project Planning & Control Method and Network Planning, the following conclusions are obtained. 1. Project Planning is a very important activity in project management, because planning is the basis of activities for monitoring and controlling projects. As for Project Control itself is an action to look back, determine what actually happened, and compare with previously planned results. 2. There are two stages in project planning, namely cost estimation which is an important element in managing overall project costs, because it has a very broad function in planning and controlling resources. As well as time planning, namely determining the project schedule, the project duration of each work item from the start of the project to project completion. 3. While the functions of project control are monitoring functions and managerial functions. Then for the stages in project control begins with determining performance standards, comparing actual performance and standard performance of work results and expenses, and taking corrective action if actual performance significantly deviates from the plan. And the method in project control itself consists of the Project Control Method with the Crashing Method and the Time and Labor Control Method with the Resource Leveling Method. 4. Network Planning is a management tool that has a broader and more complete scope for planning, scheduling, monitoring a project as a whole based on logic. 5. dependency, time and cost analysis to achieve certain goals. For the purpose of Network Planning itself is to assist project managers in planning, determining, and determining the exact steps that are effective and efficient to complete a project. 6. The elements / components that exist in Network Planning are divided into two, namely data elements consisting of a logical sequence of work that must be arranged, the estimated completion time of each job, the cost of speeding up each job, and the resources available. While the elements / symbol components in Network Planning are arrow symbols (Arrow), circles (Node / Event), parallel arrows (Double Arrow), and discontinuous arrows (Dummy). while for the method in Network Planning consists of the PERT Method which is a network method for project scheduling and the CPM Method (Critical Path Method) which is a basic work network method that uses a linear balance of time and cost. The Precedence Diagram Method is a work network that includes the classification of activities at the node or also called Activity On Node (AON). 7. How to draw a Network Diagram in Network Planning starts from the steps of inventorying activities, compiling relationships between activities, compiling a network diagram that connects all activities, setting the time for each activity, identifying the critical path on the network diagram, and analyzing time, costs and resources.