Title: Replanning and Control of Construction Projects Using Critical Chain Project Management and Root Cause Analysis to Achieve Lean Construction (Case Study of Package 3 (Machining) Ahm Karawang)
Authors: Oktaviano Rendy Prasetyo
Item Type : Thesis (Thesis)
Affiliations: Master of Management Science Study Program, Faculty of Economics and Business, Universitas Airlangga , Surabaya, Indonesia
Publisher: Universitas Airlangga
Abstract
Delays in a project and variability in each work process. Due to the nature of the project that is sensitive to change and specific, planning is not easy and tends to always occur deviations in its implementation. Construction projects have high risks so that many important factors influence the results of a project called 5M, namely man, money, material, method, and machine. However, it is not only these that must be a concern for construction companies, the uncertainty of environmental conditions both internal and external must be the main focus for the company to minimize waste. Currently, a new project scheduling method is developing that is used to handle uncertainty, namely critical chain project management (CCPM). Every problem that occurs always has a cause that stands behind it, this requires careful and structured identification, so an analysis is needed that is able to see the root of the problem, namely by using root cause analysis (RCA). In scheduling, the well-known and frequently used control method and technique is the Earned Value Concept, where this method will analyze the time period that has been used compared to the planning so that it will be easily seen if there is a deviation between the initial plan and the reality in the field, where the results will be used to assess the performance of an activity (schedule control system criteria). Based on the results of schedule development using the Critical Chain Project Management method, the critical path generated by the first master schedule using CPM (Critical Path Method) is no longer needed, due to the absorption of the critical path by the project buffer whose function is to reduce the critical path. Through the Critical Chain Project Management and Root Cause Analysis methods, companies can maximally use the lean construction concept where this method has been able to represent the basic nature of lean.
Keywords: Critical Chain Project Management, Root Cause Analysis, Earned Value Management, Project Management, Project Constructions