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All Journal International Journal on Advanced Technology, Engineering, and Information System (IJATEIS)
Budi Witjaksana
Master of Civil Engineering Study Program, Faculty of Engineering, Universitas 17 Agustus 1945 Surabaya
Automotive Engineering Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Electrical & Electronics Engineering Industrial & Manufacturing Engineering

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TIME AND COST ACCELERATION ANALYSIS USING CRASHING METHOD WITH ADDITIONAL WORKING HOURS IN THE CONSTRUCTION PROJECT OF KAPAS – GLENDENG 8 BRIDGE, BOJONEGORO DISTRICT Subkhan Ariyanto; Hanie Teki Tjendani; Budi Witjaksana
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 2 No. 4 (2023): NOVEMBER
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v2i4.974

Abstract

Infrastructure development plays a very important role as capital in efforts to stimulate increased economic productivity, both at the national and regional levels, as well as reducing unemployment, alleviating people from poverty and of course improving the standard of living of the community at large. Delays in completing a project are a problem that often arises and can have an impact on the entire work, especially with time delays resulting in increased costs which can be detrimental to many parties. This delay also occurred in the Kapas-Glendeng 8 bridge construction project, Bojonegoro Regency. In anticipation of these delays, it is necessary to accelerate time and costs. In this research the author uses the crashing method with the alternative of increasing working hours. The crashing method is a way of estimating cost variables to determine the maximum and most economical reduction in the duration of an activity that is still possible to reduce. The research results showed that the total time and cost of the project required after crashing was 174 calendar days with a cost under accelerated conditions of Rp. 2,555,189,555.98 with a difference of 6 calendar days from the normal duration of 180 calendar days and a fee under normal conditions of Rp. 2,548,581,990.63.
ANALYSIS OF CONTRACT CHANGE ORDER (CCO) COSTS IN BUILDING CONSTRUCTION PROJECTS Wahyu Pratondo W; Budi Witjaksana; Hanie Teki Tjendani
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 1 (2024): FEBRUARY
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i1.991

Abstract

In project implementation, change orders frequently arise post-contract signing between the owner and contractor. These changes often stem from design modifications or budget adjustments by the owner. Contractor-initiated change orders result from disparities between design plans and bill of quantities, insufficient design details, impractical field conditions, complex design execution, and challenges in material mobilization. Poorly managed change orders can lead to increased costs, delays, and diminished contractor performance. To mitigate change orders, this study employs change order correlation analysis using original data, evaluating change order ratio (COR), change order ratio in addition (CORA), and change order ratio in subtraction (CORS). Analyzing six construction projects, the study concludes that the average Change Order Ratio Index (COR) is 26%, indicating a 26% change from the original contract value. The average Change Order Ratio in Addition (CORA) is 16%, signifying 16% of changes result from additional work. The average Change Order Ratio in Subtraction (CORS) is 10%, indicating 10% of changes stem from work being less than the original contract value.
COST AND TIME ANALYSIS USING EARNED VALUE METHOD BUILDING CONSTRUCTION OF DISTANCE LEARNING PROGRAM UNITS OF SURABAYA OPEN UNIVERSITY PHASE II Mochamad Ranoe Asmoro; Budi Witjaksana; Hanie Teki Tjendani
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 1 (2024): FEBRUARY
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i1.1020

Abstract

Project delays often serve as a catalyst for conflicts and disagreements between project owners and contractors, leading to significant financial implications. Such delays result in costly consequences for both parties involved. Contractors face the imposition of penalty fines as stipulated in the contractual agreement, alongside incurring overhead costs during the prolonged project duration. Conversely, owners experience a direct impact on their revenue streams due to delays in the operationalization of the facility. In the context of the construction of the Surabaya Open University Distance Learning Program Unit building phase II, the examination of cost and time performance becomes imperative. Employing the earned value method offers a comprehensive approach to project performance evaluation, involving a meticulous comparison of actual expenses and timelines with the initially anticipated costs. This analytical approach aids in understanding the project's progress and identifying areas where adjustments may be necessary to mitigate potential delays. The Earned Value Method (EVM) analysis of the Surabaya Open University Distance Learning Program Unit building phase II reveals a projected total cost of IDR 73,908,443,223.09 by the time the project reaches completion. This estimation provides stakeholders with valuable insights into the financial commitment required for the successful conclusion of the project. Additionally, the anticipated timeline for completion is estimated at 53 weeks, serving as a crucial parameter for project planning and management.
TECHNICAL AND COST ANALYSIS OF FLOOD CONTROL PLANNING USING THE ECODRAINS-BASED SPONGE VILLAGE MODEL IN THE KAMONING SAMPANG WATERSHED Zaiful Muqaddas; Budi Witjaksana; Hanie Teki Tjendani
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 1 (2024): FEBRUARY
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i1.1021

Abstract

The Kali Kamoning Watershed in Sampang Regency, spanning 35,421.15 Ha, experiences annual major floods affecting Sampang City. Despite various attempts and budget allocations at different administrative levels, flooding remains a persistent issue. A proposed solution is the implementation of an Ecodrains-based sponge village model for flood control, specifically targeting upstream areas like Karang Penang, Robatal, Kedungdung, Omben, and Sampang sub-districts. The model, cost-effective and easy to construct, utilizes the HEC-HMS software for technical analysis, simulating river capacity and calculating flood reduction. The sponge village model demonstrates a substantial reduction of flooding by 73.14%, equivalent to 326.3 m3/sec. The Q25th flood discharge measures 446.1 m3/sec. Estimated construction costs using the SNI method amount to IDR 917,588,260,000, aiming to control the Q25th flood. This innovative approach offers a promising strategy for mitigating flooding in Sampang City through sustainable watershed management and cost-efficient infrastructure development. Key terms: Watershed, Flood Reduction, Ecodrains, Sponge Village Model, HEC-HMS, Q25th, Construction Costs.
ANALYSIS OF IMPLEMENTATION DELAYS USING THE EARNED VALUE METHOD (ON THE PURWOSARI - SEKARMOJO ROAD WORKS, PASURUAN DISTRICT) Pandji Thoha S. Balido; Hanie Teki Tjendani; Budi Witjaksana
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 1 (2024): FEBRUARY
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i1.1022

Abstract

Along with the very rapid development of infrastructure and construction in Indonesia in the era of globalization, the Indonesian government has carried out various large-scale projects to achieve the increasingly complex expectations of society. This will trigger the growth of the construction industry in Indonesia and become one of the main goals in the framework of national development. An infrastructure development project is an activity carried out with limited time and resources to achieve a specified final result. One of the construction projects currently being developed is Road Works. The Earned Value method can be used to determine cost performance and implementation time during the project and the indicators used for analysis include: BCWP (Budget Cost of Work Performance), BCWS (Budget Cost of Work Schedule), ACWP (Actual Cost of Work Performance), SV (Schedule Variance), CV (Cost Variance), SPI (Schedule Performance Index), CPI (Cost Performance Index), EAC (Estimated At Complete) and ET (Estimated To Complete) and TE (Time Estimate). Conclusions from this research is to determine the estimated costs and time for project completion. In the data analysis in the 9th week, the project schedule performance (CPI) was 1.14, greater than 1, while (SPI) was 0.587, less than 1. The results of the calculation of projected costs for the remaining work (ETC) were IDR. 1,586,686,537.62 and total project costs (EAC) of Rp. 2,509,041,243.08.
COST AND TIME ANALYSIS USING EARNED VALUE METHOD ON THE CONSTRUCTION OF THE NATIONAL KEDIRI AIRPORT ACCESS ROAD PHASE 1 KEDIRI - NGANJUK Ichsan Yanuansyah Pramadha; Hanie Teki Tjendani; Budi Witjaksana
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 1 (2024): FEBRUARY
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i1.1023

Abstract

Project completion delays have adverse consequences on a contractor's credibility and result in additional penalty costs, reducing potential profits. To mitigate these issues and optimize project outcomes, refining activity schedules and budgets is crucial. The Earned Value Method proves effective in monitoring and controlling project activities. In the case of the Kediri airport access road construction project, weeks 1 to 6 revealed a negative Cost Variance (CV), indicating higher-than-planned costs, while weeks 7 to 8 showed a positive CV, suggesting costs were lower than anticipated. Schedule Variance (SV) for the 1st week was unfavorable, indicating a delay, and SV>1 from weeks 2 to 8 signaled a project delay. The Estimate to Complete (ETC) is IDR 17,470,510,292.77, and the Estimate at Complete (EAC) is IDR 32,509,153,464.05. The Time Estimate (TE) forecasts project completion in 89 calendar days, five days beyond the contracted 84 days. Employing the Earned Value Method enhances project performance evaluation and decision-making to avoid delays and cost overruns.
COST AND TIME ANALYSIS OF THE FAST FOOD RESTAURANT BUILDING CONSTRUCTION PROJECT IN PONTIANAK USING CRASHING METHOD Oskar Ezra Alan Muin; Hanie Teki Tjendani; Budi Witjaksana
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 1 (2024): FEBRUARY
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i1.1046

Abstract

The construction project of the McD Pontianak building encountered significant challenges due to a tight schedule of 110 calendar days and unforeseen delays arising from the existing building's foundation. These delays led to a setback in the construction progress, prompting the need for strategic measures to accelerate the project and mitigate the delays amounting to 11.48%, equivalent to 12.63 days. The potential financial consequences of this delay were estimated at IDR 228,366,605. In order to expedite the construction process, the chosen acceleration method was the crashing method, involving an increase in overtime ranging from 1 to 4 working hours, in accordance with relevant laws and regulations. This required a comprehensive analysis encompassing normal cost, normal duration, critical path, productivity, crashing cost, and crashing duration calculations. Upon thorough examination, it was determined that the optimal solution to overcome the delays was to implement an additional 2 hours of overtime. However, this decision came with associated costs, resulting in a necessary expenditure of IDR 93,651,965 to achieve a crashing time of 18.30 days. Despite the increased financial commitment, this strategic approach was deemed essential to meet the project's original schedule and avoid potential penalties. The findings and conclusions drawn from this analysis provide valuable insights into effective project management and decision-making in the face of unexpected challenges in the construction industry.
ANALYSIS OF PROJECT ENFORCEMENT DELAYS WITH THE EARNED VALUE METHOD: (Case study: Office of Bahtera Elang Perak Indonesia Surabaya) Linda Nailufar; Budi Witjaksana; Esti Wulandari
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 3 (2024): AUGUST
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i3.1167

Abstract

The construction of the Bahtera Elang Perak Indonesia (BEPI) Office is one of the ongoing projects in Surabaya City consisting of 8 floors with an area of 1,081 m² and a contract value of Rp. 13,908,226,157.00. The Bahtera Elang Perak Indonesia office construction project is planned to last for 43 weeks. In reality, when the piling work is in progress, there are several changes so that there is a need for rescheduling or re-schedulling. The length of implementation time became 54 weeks. The current condition of the progress of the construction of the Bahtera Elang Perak Indonesia Surabaya office is in week 37 at 35.67% while the planned progress is 43.619% so that there is a difference of -7.948%. In order to address this issue, an evaluation of the project's cost and time efficiency during implementation is conducted utilizing the Earned Value Method. This strategy seeks to assess the project's performance in terms of both cost and time. The analysis conducted in week 41 revealed that the performance of the project, in terms of cost, was below expectations with a CPI value of 0.945, indicating that the actual costs exceeded the budgeted costs. Additionally, the CV value of Rp. -381,606.94 further confirmed this negative deviation. In terms of time, the project also experienced delays, as indicated by an SPI value of 0.758, which is less than 1. The SV value of Rp. -2,082,524,745 further highlighted this delay, indicating that the completed work packages were fewer than planned.
ANALYSIS OF INVESTMENTS IN THE BUILDING OF THE GELORA BUNG TOMO CITY OF SURABAYA Leo Agus Sulistianto; Budi Witjaksana; Esti Wulandari
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 3 (2024): AUGUST
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i3.1168

Abstract

The Gelora Bung Tomo area currently includes a football stadium, three training fields, a wheel-shoe track, a motorcycle racing circuit, and a multipurpose indoor sports building. With the evolving automotive industry, upgrading the circuit from grade D to grade C is necessary to accommodate more races. This involves extending the 650-meter road race track to 1700 meters, including a pit stop area, audience tribune, paddock, and commercial area. The study evaluates the current facilities of the Gelora Bung Tomo (GBT) area in Surabaya and conducts investment analysis to determine financial viability. The research methodology combines quantitative and qualitative approaches using previously obtained primary and secondary data, then compiles cash flow projections and performs investment analysis using investment valuation methods, namely net present value (NPV), internal rate of return (IRR), benefit cost ratio (BCR), and payback period (PP). Based on the results of the analysis with the Net Present Value (NPV) method, if a positive value of Rp. 13.339.690.346 is obtained, then the investment is acceptable. If the benefit-cost ratio is greater than 1,1849, then the project is accepted, and the PP is 30.98 under the time of the investment of 50 years, but the greater the risk faced, the more the overall investment is worthy of being implemented.
TIME ANALYSIS WITH CRITICAL PATH METHOD: (Case Study on Jakarta Sewerage Development Project Zone 1, Package 2: Sewer Construction in Area 1-1) Ade Sholeh Hartawan; Budi Witjaksana; Esti Wulandari
INTERNATIONAL JOURNAL ON ADVANCED TECHNOLOGY, ENGINEERING, AND INFORMATION SYSTEM Vol. 3 No. 3 (2024): AUGUST
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/ijateis.v3i3.1174

Abstract

Preparatory work in a construction project generally includes the fulfillment of work facilities, field investigations, and licensing, and is typically non-structural. The implementation of the Jakarta Sewerage Development Project Zone 1, Package 2: Construction of Sewers in Area 1-1, which is currently still in the preparatory work stage, is experiencing significant issues. Specifically, the project is facing a very complex licensing process, resulting in minimal work progress. This is due to the project planning phase not adequately considering the timeframe required for obtaining an implementation permit. Therefore, this paper analyzes the project timeline to identify project performance during the preparation period before the main project work implementation stage. In this study, the Critical Path Method (CPM) scheduling method was applied to the project to determine the activities on the critical path, utilizing the Microsoft Project application. The analysis identified that the activities on this critical path include Document Submission Work, Shaft Location C-8.1 Work, 8-span Pipe Jacking Work, Diversion Chamber Work, and Contract Closing. The analysis of the relationship between the licensing process and the critical path of the Master Schedule, as determined by the CPM method, revealed a delay in the start time of Shaft work from the planned June 3, 2024, to June 21, 2024, representing a 17-day delay from the original plan.
Co-Authors Ade Sholeh Hartawan Esti Wulandari Hanie Teki Tjendani Ichsan Yanuansyah Pramadha Leo Agus Sulistianto Linda Nailufar Mochamad Ranoe Asmoro Oskar Ezra Alan Muin Pandji Thoha S. Balido Subkhan Ariyanto Wahyu Pratondo W Zaiful Muqaddas