YASIR, YASRIZAL (2026) ANALISIS PENJADWALAN ULANG BERBASIS PRECEDENCE DIAGRAM METHOD (PDM) MENGGUNAKAN MICROSOFT PROJECT PADA PROYEK PEMBANGUNAN PASAR MUARA KARANG JAKARTA UTARA. S1 thesis, Universitas Mercu Buana Jakarta.
|
Text (HAL COVER)
COVER.pdf Download (416kB) | Preview |
|
![[img]](https://repository.mercubuana.ac.id/style/images/fileicons/text.png) |
Text (BAB I)
BAB 1.pdf Restricted to Registered users only Download (213kB) |
|
|
Text (BAB II)
BAB 2.pdf Restricted to Registered users only Download (395kB) |
|
|
Text (BAB III)
BAB 3.pdf Restricted to Registered users only Download (246kB) |
|
|
Text (BAB IV)
BAB 4.pdf Restricted to Registered users only Download (3MB) |
|
|
Text (BAB V)
BAB 5.pdf Restricted to Registered users only Download (141kB) |
|
|
Text (DAFTAR PUSTAKA)
DAFTAR PUSTAKA.pdf Restricted to Registered users only Download (202kB) |
|
|
Text (LAMPIRAN)
LAMPIRAN.pdf Restricted to Registered users only Download (928kB) |
Abstract
Construction projects require proper scheduling to ensure that project activities are completed within the planned schedule. In the Muara Karang Market Construction Project, the project schedule still used the S-Curve, making it difficult to identify task dependencies and the critical path in detail. In addition, the project experienced a 4.7% delay, making project rescheduling necessary. This study develops a project rescheduling based on the Precedence Diagram Method (PDM) using Microsoft Project, identifies the critical path, determines the additional project duration, and analyzes the probability of work success. The study used a descriptive method with quantitative and qualitative approaches. The data consisted of primary data obtained through interviews with project personnel and secondary data, including the Bill of Quantity (BOQ), S-Curve, and weekly reports. All data were processed using Microsoft Project. The results showed that the rescheduling resulted in a total project duration of 359 days, representing an additional 16 days compared to the original schedule of 343 days. The project's critical path consists of bored pile foundation work, upper structure work, non�structural steel work, heat and moisture protection work, and façade work. The probability analysis showed that the overall project success probability after rescheduling was 81.59%, indicating that the revised schedule can be used in project implementation. The application of PDM provides a clearer understanding of the dependency relationships between activities, allowing the sequence of work to be analyzed systematically. Identification of the critical path can also help the project team determine which activities require greater attention and stricter supervision. This rescheduling is expected to serve as a reference for controlling the project implementation time, particularly in minimizing the risk of delays in activities located on the critical path. Thus, schedule control can be carried out in a more systematic and effective manner. Keywords: Rescheduling, Precedence Diagram Method (PDM), Microsoft Project, Critical Path, Success Probability. Pelaksanaan proyek konstruksi memerlukan penjadwalan yang baik agar pekerjaan dapat diselesaikan sesuai target waktu yang telah ditetapkan. Pada Proyek Pembangunan Pasar Muara Karang, penjadwalan yang digunakan masih menggunakan Kurva S sehingga hubungan ketergantungan antarpekerjaan dan lintasan kritis belum dapat diidentifikasi secara rinci. Selain itu, proyek mengalami keterlambatan sebesar 4,7%, sehingga diperlukan penjadwalan ulang. Penelitian ini menyusun penjadwalan ulang berbasis Precedence Diagram Method (PDM) menggunakan Microsoft Project, mengidentifikasi lintasan kritis, mengetahui tambahan waktu pelaksanaan, serta menganalisis probabilitas keberhasilan pekerjaan. Penelitian menggunakan metode deskriptif dengan pendekatan kuantitatif dan kualitatif. Data yang digunakan berupa data primer melalui wawancara dengan pihak proyek serta data sekunder berupa Bill of Quantity (BOQ), Kurva S, dan laporan mingguan. Seluruh data kemudian diolah menggunakan Microsoft Project. Hasil penelitian menunjukkan bahwa penjadwalan ulang menghasilkan durasi total proyek selama 359 hari atau mengalami penambahan waktu 16 hari dibandingkan jadwal rencana awal selama 343 hari. Lintasan kritis proyek terdiri atas pekerjaan pondasi tiang bor, struktur atas, baja non struktural, proteksi panas dan kelembaban, serta fasad. Hasil analisis probabilitas menunjukkan bahwa tingkat keberhasilan keseluruhan proyek setelah penjadwalan ulang sebesar 81,59%, sehingga jadwal yang telah disusun dapat digunakan dalam pelaksanaan proyek. Penerapan PDM memberikan gambaran yang lebih jelas mengenai hubungan ketergantungan antarpekerjaan sehingga urutan pelaksanaan dapat dianalisis secara sistematis. Identifikasi lintasan kritis juga dapat membantu pihak proyek dalam menentukan pekerjaan yang perlu mendapat perhatian dan pengawasan lebih ketat. Penjadwalan ulang ini diharapkan dapat menjadi acuan dalam pengendalian waktu pelaksanaan proyek, terutama untuk meminimalkan risiko keterlambatan pada pekerjaan yang berada pada lintasan kritis. Dengan demikian, pengendalian jadwal dapat dilakukan secara lebih terarah dan efektif. Kata kunci: Penjadwalan Ulang, Precedence Diagram Method (PDM), Microsoft Project, Lintasan Kritis, Probabilitas Keberhasilan.
Actions (login required)
 |
View Item |
