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TIME SCHEDULING AND COST OF THE INDONESIAN NAVY SHIP DEVELOPMENT PROJECT USING NETWORK DIAGRAM AND EARNED VALUE METHOD (EVM) (CASE STUDY OF FAST MISSILE BOAT DEVELOPMENT) Ahmadi Ahmadi; Suparno Suparno; Okol S Suharyo; Arica Dwi Susanto
JOURNAL ASRO Vol 9 No 2 (2018): International Journal of ASRO
Publisher : Indonesian Naval Technology College - Sekolah Tinggi Teknologi Angkatan Laut - STTAL

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1163.885 KB) | DOI: 10.37875/asro.v9i2.80

Abstract

Missile Boat is one of Indonesian Navy Warship (KCR-60) which has a length of 60 meters and made domestically by Indonesian people at the PT. X in Surabaya. Time delay and cost overruns are the problems in the Missile Boat construction project (KCR-60). The purpose of this research was to schedule the time and cost of the project so that it can be completed on time and there is no swelling of costs for the implementation of the construction of the Missile Boats (KCR-60). The scheduling method used in this study was Precedence Diagram Method (PDM) on Network Diagram and Earned Value Method (EVM). Precedence Diagram Method (PDM) was used for scheduling the project time and showing the critical trajectory of project activities along with the acceleration time (Crashing Project) while Earned Value Method (EVM) was used to determine the costs and time performance and the factors that cause delays or progress of the project. The results showed that the project schedule had 13 activities that had a zero slack or critical activities which were in activities 1, 2, 3, 4, 5, 6, 16, 18, 21, 23, 26, 27, 28. There acceleration of time (Crashing Project) by adding hours of work or overtime for 1 hour every day to 21 activities (1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19) will accelerate and reduce the duration of project completion, which was originally 414 days from the completion of the actual work of implementation to 363 days, thus the difference of effectiveness was 51 days (more effective). Meanwhile, for cost efficiency, based on the analysis of the real cost of project implementation, the amount of Rp. 20.407,094,998, - became Rp. 18,410,738,982, thus it became more efficient by Rp. 2,470,548,998, -
ANALYSIS OF THE ACCELERATION TIME AND OPTIMAL COSTS OF THE SHIPBUILDING PROJECT SPECIFIED IN THE ELECTRICAL SYSTEM WITH THE CRITICAL PATH METHOD Agung Tresnadi; Suparno Suparno; Sutrisno Sutrisno
STTAL POSTGRADUATE - INTERNATIONAL CONFERENCE Vol 4 No 1 (2020): Indonesia Naval Technology College STTAL Postgraduate International Conference -
Publisher : Indonesian Naval Technology College STTAL

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Abstract

ABSTRACT PT PAL Indonesia (Persero) is one of the strategic defense industries that produces Main Weapon Systems (Alutista) especially for the Indonesian Navy, and has a strategic role in supporting the development of the national marine industry. One of the benchmarks for the success of a new shipbuilding project is the length of time to complete both the stages of the production process and the entire project in addition to cost and quality of work. Therefore, research was conducted to optimize the planning of the production process time for a new shipbuilding project by creating a project network, looking for critical activities, and calculating the project duration. The method used to analyze costs and time is the critical path method, by accelerating the duration of activities that are on the critical path, then calculating changes in project costs that occur due to acceleration. The research objective with this critical path method is to determine the time and cost of the project and what activities are included in critical activities. In addition, it is also to control and coordinate various activities so that the project can meet the right timeframe and can also help companies plan and control projects in a more efficient time and cost. From the results of the analysis of project calculations during the initial conditions with normal working days without using overtime the company spent Rp. 1,963,108,000. Critical activities in initial conditions with 870 days for completion time conditions are accelerated by 710 days (total acceleration 160 days) with 16 critical trajectories covering 34 work activities where all activities enter critical trajectories. The difference between the initial working conditions and the accelerated conditions was 160 days. The new ship building project in the electrical system can be accelerated for 160 days at an additional cost of Rp. 3,525,214,127. Keywords: Shipbuilding project, Critical Path Method, Acceleration of time, and costs.
THE DEVELOPMENT STRATEGY OF INDONESIAN NAVAL HUMAN RESOURCES UNIT (LAPETAL) USING SWOT ANALYSIS Cahyanto Cahyanto; Suparno Suparno; Adi Bandono
STTAL POSTGRADUATE - INTERNATIONAL CONFERENCE Vol 4 No 1 (2020): Indonesia Naval Technology College STTAL Postgraduate International Conference -
Publisher : Indonesian Naval Technology College STTAL

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Abstract

ABSTRACT Quality human resources who are in the Indonesian Navy organization have a very important role. Because with the Indonesian Naval Main Weapon System (Alutsista) award, which is getting more and more sophisticated and the challenges in the era of the industrial revolution 4.0, it is hoped that its human resources will be able to reliably manage the defense equipment. In looking for quality human resources, good planning is needed to achieve optimal organizational goals in the utilization of existing resources. The provision of quality human resources in the Indonesian Navy requires a qualified organization, in this case, is carried out by the Lapetal. So that we need a strategy to develop the Indonesian Naval Human Resources unit. The purpose of this study was to obtain the factors, criteria, and formulation of development strategies. This study uses the SWOT analysis method. Based on the SWOT analysis, there were 10 criteria for internal factors and 7 criteria for external factors as well as 4 alternative strategies, namely 7 SO strategy steps, 5 ST strategy steps, 6 WO strategy steps and 4 WT strategy steps, WO strategy was chosen as the first alternative with the highest weight of 4, 01. Keywords: The Indonesian Naval Human Resources Unit (Lapetal), SWOT Analysis.
Co-Authors Adi Bandono Agung Tresnadi Ahmadi Ahmadi Arica Dwi Susanto Cahyanto Cahyanto Okol S Suharyo Sutrisno Sutrisno