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All Journal Jurnal Kacapuri : Jurnal Keilmuan Teknik Sipil Jurnal Infomanpro Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri Asian Journal of Social and Humanities
Budi Witjaksana
Universitas 17 Agustus 1945 Surabaya
Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Control & Systems Engineering Decision Sciences, Operations Research & Management Earth & Planetary Sciences Electrical & Electronics Engineering Energy Engineering Environmental Science Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Materials Science & Nanotechnology Transportation

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IMPLEMENTASI AUTODESK REVIT UNTUK QUANTIIY TAKE OFF PADA PEKERJAAN STRUKTUR JEMBATAN Ahmad Fawzi Pratama; Budi Witjaksana
Jurnal Kacapuri : Jurnal keilmuan Teknik Sipil Vol 5, No 1 (2022): JURNAL KACAPURI : JURNAL KEILMUAN TEKNIK SIPIL (Edisi Juni 2022)
Publisher : Universitas Islam Kalimantan Muhammad Arsyad Al-Banjari Banjarmasin

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31602/jk.v5i1.7603

Abstract

Perlu adanya terobosan yang bisa membantu perhitungan Quantity Take-Off. Terobosan haruslah berupa solusi yang mudah untuk diimplementasikan. Penelitian ini membahas sebuah perangkat lunak Autodesk Revit, dengan perangkat lunak ini pengguna bisa merancang bangunan serta struktur menggunakan pemodelan 3D dan menyajikan gambar kerja   2D serta Quantity Take-Off material. Dalam penelitian ini metode yang digunakan adalah   melakukan permodelan 3D, perhitungan volume, dan perhitungan   biaya dengan bantuan software Revit. Pengumpulan data dilakukan untuk memperoleh informasi yang dibutuhkan dalam mencapai tujuan penelitian. foto lapangan dalam penelitian ini adalah sebagai salah satu acuan dalam  permodelan 3D, harga satuan dalam penelitian ini adalah untuk menghitung biaya pekerjaan. Gambar  nantinya digunakan untuk acaun membuat permodelan jembatan di software Revit yang kemudian bisa diketahui untuk volume pekerjaannya. Rekapitulasi dari total semua volume pekerjaan yang didapatkan setelah melakukan permodelan 3D. Volume pekerjaan struktur jembatan: • Pondasi Beton fc’ 20 MPa : 267,57 M³ • Baja Tulangan Struktur 420A : 46.874,53 Kg • Struktur Baja : 28.974,69 Kg • Strous pile Diameter 400mm : 288M 2. Biaya pekerjaan : • Pondasi Beton fc’ 20 MPa : Rp. 320.011.996,85,- • Baja Tulangan  Struktur   420A   :   Rp.   870.804.549,90,-   •   Struktur   Baja   :   Rp. 104.600.948,88,- • Strous pile Diameter 400mm : Rp. 200.213.732,16,-Kata Kunci: Autodesk Revit, Implementasi Revit, Quantity Take Off
ANALISA BIAYA DAN WAKTU DENGAN MENGGUNAKAN METODE LEAST COST ANALYSIS PADA PROYEK PEMBANGUNAN GEDUNG RUANG KELAS BARU MAN KOTA SURABAYA Muhammad Naufal Riza; Budi Witjaksana
Jurnal Kacapuri : Jurnal keilmuan Teknik Sipil Vol 5, No 1 (2022): JURNAL KACAPURI : JURNAL KEILMUAN TEKNIK SIPIL (Edisi Juni 2022)
Publisher : Universitas Islam Kalimantan Muhammad Arsyad Al-Banjari Banjarmasin

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31602/jk.v5i1.7560

Abstract

Pada sebuah perencanaan proyek  pembangunan,  faktor utama yang perlu diperhitungkan adalah perihal biaya dan waktu, karena dua faktor itu adalah hal yang terpenting dalam perencanaan. Dengan berkembangnya teknologi, maka metode dalam proyek pembangunan juga mengalami kemajuan pesat, sehingga setiap pembangunan proyek konstruksi dituntut agar bisa diselesaikan tepat waktu. Dalam hal ini metode yang dipakai untuk mengatasi permasalahan tersebut adalah dengan menggunakan metode Least Cost Analysis. Tujuan dari metode Least Cost Analysis adalah untuk memperoleh hasil hubungan yang optimal antara waktu dengan biaya proyek pembangunan. Berdasarkan hasil Analisa dan pembahasan yang dilakukan pada Proyek Pembangunan Gedung Ruang Kelas Baru MAN Kota Surabaya setelah dipercepat menggunakan metode Least Cost Analysis dengan durasi normal 165 hari dan biaya proyek sebesar Rp. 4.422.881.344,65, dan setelah dilakukan percepatan dengan menggunakan metode Least Cost Analysis durasi proyek berubah menjadi 161 hari dan biaya proyek menjadi Rp. 4.420.460.852,65. Dengan presentasi pengurangan waktu sebesar 2,42% dari perencanaan dan presentase pengurangan biaya proyek sebesar 0,04% dari perencanaan. Perbandingan biaya normal dengan biaya setelah dipercepat adalah sebesar Rp. 2.420.492,00. Kata Kunci: Biaya Optimal, Durasi Optimal, Least Cost Analysis
ANALISA PRODUKTIVITAS TENAGA KERJA SAAT MELAKSANAKAN PEKERJAAN LEMBUR PADA PROYEK EAST COAST CENTER 3 SURABAYA M. Zakaria; Budi Witjaksana
Jurnal Teknik Sipil Info Manpro Vol 12 No 1 (2023): JURNAL INFOMANPRO
Publisher : Pascasarjana Teknik Sipil Institut Teknologi Nasional Malang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36040/infomanpro.v12i1.6609

Abstract

PENGENDALIAN WAKTU DAN BIAYA MENGGUNAKAN EARNED VALUE CONCEPT PADA PROYEK PEMBANGUNAN JALUR GANDA REL KERETA API LINTAS SELATAN JAWA MOJOKERTO-SEPANJANG Damarhuda Afdholi Martin; Budi Witjaksana
Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri Vol. 3 No. 1 (2023): Jurnal Taguchi : Jurnal Ilmiah Keilmuan Teknik dan Manajemen Industri
Publisher : LPPM Universitas Bina Bangsa

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46306/tgc.v3i1.92

Abstract

The train flow between Mojokerto - Along the South Cross of Java, which is now only Single Tracking, is a train operation line that is heavy with traffic so that there are often delays in train travel. During the implementation of the Mojokerto-Sepanjang double-track railway construction project in week 43 – week 53, there was a schedule discrepancy in the field work with what had been planned, which could eventually result in time delays and cost overruns for project completion. From the existing background, the problem found is how is the performance of time and cost in the Mojokerto-Along Railway Double Line Construction project (Package 9)? The results of research using the Earned Value method in weeks 43 to 53 are CPI values < 1, this shows that the cost of implementing the work is greater than budgeted, so that the estimated cost of the project to be completed is IDR 53,236,370,349,979, Which means here the project suffers losses in terms of cost. Meanwhile, in terms of time in week 43, the SPI value > 1, meaning that time performance is on schedule or even ahead of plan. While in week 44 to week 53 the SPI value < 1, This means that the project is experiencing delays from the planned schedule. The calculation of the EAS value in week 53 results in the estimated project completion time of 853,993 days or 122 weeks, meaning that the project is delayed from the planned schedule
ANALISIS BIAYA DAN WAKTU PENGGUNAAN ALAT BERAT PADA PEKERJAAN GALIAN DAN TIMBUNAN PADA PROYEK PEMBANGUNAN JALAN DAN JEMBATAN LINGKAR SELATAN KABUPATEN SAMPANG Meike Wattimena; Budi Witjaksana
Jurnal Taguchi : Jurnal Ilmiah Teknik dan Manajemen Industri Vol. 3 No. 1 (2023): Jurnal Taguchi : Jurnal Ilmiah Keilmuan Teknik dan Manajemen Industri
Publisher : LPPM Universitas Bina Bangsa

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.46306/tgc.v3i1.107

Abstract

In the Ring Road development project or the Southern Ring Road, located in Torjun District, Sampang Madura Regency, the length of the South Ring Road (JLS) is 6,455 Km, from STA 0+945 to STA 7+400, and the road width is 12m and will be built 5 bridges and flyovers with a maximum height of 10 m. The earthworks that will be discussed are excavation and embankment work, which require a combination of excavators and dump trucks. In this study the calculations use the settlement method in the form of calculations to find out the productivity of using heavy equipment, in the calculation of Excavator Productivity it requires per cycle production data (P), work efficiency and also cycle time as a calculation analysis and for calculating Dump Truck Productivity requires data on the capacity of the dump truck, efficiency factor, hauling distance and also cycle time. Furthermore, to find out how many units of heavy equipment are needed, in the Excavator calculation the data needed is the volume of excavated stockpiles per day and also the length of time for work, and for the calculation of Dump Trucks, the volume of excavation and stockpiles is needed and the calculation of Dump Truck productivity. And then to find out the cost of renting heavy equipment is needed, the data needed for both tools is equipment rental data per hour, length of work and number of units used. Based on the calculations performed, it can be concluded that the productivity calculation for 1 Excavator Unit yields 615,344 m3/day for 7 days, 3 Dump Truck Units yields 566,811 m3/day for 7 days. And for the cost of renting heavy equipment for excavators, the results are Rp. 39,143,371.12, for renting heavy equipment for dump trucks, the results are Rp. 78,638,665
Performance Control of Road and Bridge Preservation Projects Using Earned Value Management (EVM) Method Javan Agustian Setyagraha; Budi Witjaksana; Hanie Teki Tjendani
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.308

Abstract

The Situbondo – Ketapang – Banyuwangi Road and Bridge Preservation Project experienced changes in the work area, requiring additional design. Asphalt overlay work was halted awaiting the test results of Asphalt Modiv PG – 70 from the Pusjatan Road Material Laboratory in Bandung, resulting in a delay in week 40 by -0.813%. Specifically, AC - WC and AC - BC asphalt work was delayed, significantly impacting the overall project performance. Cost and time analysis are crucial to address this issue. The Earned Value Management (EVM) method is used to evaluate project duration and costs. The Cost Performance Index (CPI) indicates good cost performance (>1), but the Schedule Performance Index (SPI) indicates schedule delays (0.983 < 1). The final project cost is estimated at Rp 112,439,121,070.91, with a completion time of 453 days, three days longer than planned. Effective strategies are needed in time control and design adjustments to complete the project according to expected standards.
Factors That Affect Cost and Time Using Earned Value In Development Projects Titik Nurkaruniati; Budi Witjaksana; Hanie Teki Tjendani
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.309

Abstract

Effective project management is the key to success in constructing the boarding school of SMA Muhammadiyah 3 Tulangan. Despite facing various challenges such as design changes, inclement weather, and limited workforce resources, the project is monitored using the Earned Value Method. Analysis of BCWS, BCWP, ACWP, SV, CV, SPI, and CPI indicates initial delays and budget overruns, but significant improvement later on. Despite weekly cost variations, the project remains financially manageable. The conclusion shows time delays but cost performance is under control. This underscores the importance of project performance evaluation and the use of the Earned Value Method in construction projects.
Analysis of The Effectiveness of Earned Value Method In Road Widening Project Management In Mojokerto Regency Sugeng Hariyadi; Hanie Teki Tjendani; Budi Witjaksana
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.313

Abstract

In construction project management, achieving three main goals, namely cost, quality, and time, becomes the primary focus. This study aims to evaluate a road widening project in Mojokerto Regency with a target completion time of 150 days. To prevent delays and cost overruns, researchers adopted the Earned Value method as a tool to identify early warnings regarding project performance. This method integrates cost and time measurements through indicators such as Cost Variance (CV), Schedule Variance (SV), Cost Performance Index (CPI), Schedule Performance Index (SPI), Estimated at Completion (EAC), and Estimated Schedule at Completion (EAC). The analysis results show that the additional costs required (ETC) amounted to Rp 3,276,704,110.14, with an estimated additional time (ETS) up to the 12th week being 87 days. The project's cost change (EAC) reached Rp 3,961,767,811.01 from the contract cost, while the estimated project completion time (EAS) was 171 days. These findings indicate that the construction service provider has implemented an efficient execution method with consistent monitoring, ensuring the smooth progress of the project.
Co-Authors Ahmad Fawzi Pratama Damarhuda Afdholi Martin Hanie Teki Tjendani Javan Agustian Setyagraha M. Zakaria Meike Wattimena Muhammad Naufal Riza Sugeng Hariyadi Titik Nurkaruniati