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Sistem Perencanaan dan Pengendalian Proyek (SP3)

Dr. Ir. Budi Susetyo, MT

Fakultas
TEKNIK

Program Magister
SIPIL - MK

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Bagian Isi

1. Dasar-dasar sistem perencanaan dan pengendalian proyek (SP3)

2. Penyusunan WBS (Work Breakdown Structure)
3. Penjadwalan proyek dan kegiatan
4. Hubungan antar kegiatan (dependency diagram)
5. Analisis kebutuhan sumberdaya
6. Penentuan durasi kegiatan
7. Metode penjadwalan

8. Penjadwalan proyek CPM

9. Resources contraint
10. Latihan resources contraint
11. Crashing
12. Latihan crashing
13. Penjadwalan proyek
14. Simulasi penjadwalan proyek
15. Review
16. UAS

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Latihan Crashing

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 Latihan Crashing 1

Example 1: Time cost trade-offs and project crashing

As an example of time/cost trade-offs and project crashing, suppose that
we needed to reduce the project completion time for a seven activity
product delivery project first analyzed as shown in Table 1 and Figure 1.
Table 1 gives information pertaining to possible reductions in time which
might be accomplished for the various activities. Using the minimum cost
durations (as shown in column 2 of Table 1), the critical path includes
activities C,E,F,G plus a dummy activity X. The project duration is 32 days in
this case, and the project cost is $70,000.

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 Latihan Crashing 1

TABLE 1 Activity Durations and Costs for a Seven Activity Project

Minimum Normal Crash Change in
Activity Cost Duration Crash Cost Duration Cost per Day
A 8 6 14 4 3
B 4 1 4 1 ---
C 8 8 24 4 4
D 10 5 24 3 7
E 10 9 18 5 2
F 20 12 36 6 2.7
G 10 3 18 2 8

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 Latihan Crashing 1

Examining the unit change in cost, Rij shown in column 6 of Table 1, the
lowest rate of change occurs for activity E. Accordingly, a good heuristic
strategy might be to begin by crashing this activity. The result is that the
duration of activity E goes from 9 days to 5 days and the total project cost
increases by $8,000. After making this change, the project duration drops to
28 days and two critical paths exist: (1) activities C,X,E,F and G, and (2)
activities C, D, F, and G.

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 Latihan Crashing 1

Examining the unit changes in cost again, activity F has the lowest value of
Rijj. Crashing this activity results in an additional time savings of 6 days in
the project duration, an increase in project cost of $16,000, but no change
in the critical paths. The activity on the critical path with the next lowest
unit change in cost is activity C. Crashing this activity to its minimum
completion time would reduce its duration by 4 days at a cost increase of
$16,000. However, this reduction does not result in a reduction in the
duration of the project by 4 days. After activity C is reduced to 7 days, then
the alternate sequence of activities A and B lie on the critical path and
further reductions in the duration of activity C alone do not result in
project time savings. Accordingly, our heuristic corrections might be
limited to reducing activity C by only 1 day, thereby increasing costs by
$4,000 and reducing the project duration by 1 day.

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 Latihan Crashing 1

At this point, our choices for reducing the project duration are fairly limited.
We can either reduce the duration of activity G or, alternatively, reduce
activity C and either activity A or activity B by an identical amount.
Inspection of Table 1 and Figure 1 suggest that reducing activity A and
activity C is the best alternative. Accordingly, we can shorten activity A to its
crash duration (from 6 days to 4 days) and shorten the duration of activity C
(from 7 days to 5 days) at an additional cost of $6,000 + $8,000 = $14,000.
The result is a reduction in the project duration of 2 days.

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 Latihan Crashing 1

Our last option for reducing the project duration is to crash activity G from 3
days to 2 days at an increase in cost of $8,000. No further reductions are
possible in this time since each activity along a critical path (comprised of
activities A, B, E, F and G) are at minimum durations. At this point, the
project duration is 18 days and the project cost is $120,000., representing a
fifty percent reduction in project duration and a seventy percent increase in
cost. Note that not all the activities have been crashed. Activity C has been
reduced in duration to 5 days (rather than its 4 day crash duration), while
activity D has not been changed at all. If all activities had been crashed, the
total project cost would have been $138,000, representing a useless
expenditure of $18,000. The change in project cost with different project
durations is shown graphically in Figure 1.

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 Latihan Crashing 1

Project Cost Versus Time for a Seven Activity

Project

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Latihan Crashing 2

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 Latihan Crashing

1. Pada latihan 1 diatas, buat network normal dan crashing duration

2. Pada latihan 2 diatas, buat diagram project cost and time untuk normal
dan crashing duration

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 Pustaka

1. Hendrickson C and Tung Au, Project Management for Construction, Web Version, 2003
2. Barrie, Donald. S dan Boyd C. Paulson, Manajemen Konstruksi Profesional, terjemahan
Penerbit Erlangga , 1992.

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