Forecasting the schedule performance resulting from the adoption of social distancing in construction projects

PurposeThe coronavirus disease 2019 (COVID-19) pandemic has had major impacts on the performance of construction projects that have adopted social distancing measures. This study examines the effect of social distancing measures on project schedule performance through job reorganization on construction project sites.Design/methodology/approachResponses were obtained through a survey of 154 construction projects and analysed using the partial least square structural equation modeling (PLS-SEM) technique.FindingsThe findings established that social distancing has a negative effect on schedule performance, social distancing has a positive effect on job re-organization and job re-organization has a positive effect on schedule performance. Additionally, the results indicate that job re-organization partially mediates the relationship between social distancing and schedule performance, while social distancing moderates the relationship between job re-organization and schedule performance with low social distancing having the stronger positive effect.Originality/valueThis study contributes theoretically to a greater understanding of the impact of adopting COVID-19 safety measures such as social distancing on the schedule performance of construction projects. The study also shows how social distancing could lead to schedule performance through job reorganization.

ANALISA PENERAPAN MANAJEMEN WAKTU PADA PROYEK BETON PENANGKIS OMBAK

ABSTRAK Penelitian ini merupakan studi kasus pemasangan beton pada PT. Trans Pacific Petrochemical Indotama Tuban. Penelitian ini dilatarbelakangi oleh adanya permasalahan yang dihadapi oleh perusahaan tersebut karena lokasinya berada di tepi laut terhadap adanya keropos tanah yang bisa mengancam keberadaan akses dan peralatan vital perusahaan. Dari hasil investigasi penyebab adanya keropos tanah tersebut disebabkan karena keberadaan penangkis ombak tidak mampu lagi bekerja dengan performa yang diharapkan karena mengalami korosif dan berkarat sehingga tidak mampu mencegah adanya erosi dan abrasi ombak laut. Berdasarkan hasil investigasi tersebut pula, perusahaan mengambil langkah untuk membuat penangkis ombak yang baru terbuat dari komponen beton dengan mempertimbangkan umur ekonomis, efektivitas kerja dan biaya pemeliharaan. Dalam rangka untuk mengetahui apakah upaya teknik pengendalian waktu pelaksanaan proyek dilakukan secara efektif pada proyek beton penangkis ombak, maka diperlukan analisa penerapan manajemen waktu pada proyek tersebut. Teknik pengendalian pada proyek yang diteliti dilakukan dengan menggunakan metode nilai hasil (earned value) yang merupakan upaya pengendalian terpadu pelaksanaan waktu proyek dengan aplikasi Kurva S. Berdasarkan analisa penerapan manajemen waktu pada proyek yang diteliti, didapatkan informasi waktu pelaksanaan proyek pada minggu ke-1, ke-2, ke-3 dan minggu ke-7 berjalan dengan lebih lambat dari jadwal yang direncanakan; kemudian pada minggu ke-4, ke-5, ke-6, ke-8 dan minggu ke-9 berjalan dengan lebih cepat dari jadwal yang direncanakan; dan akhirnya pada minggu ke-10 pelaksanaan proyek mencapai penyelesaian sesuai dengan jadwal yang direncanakan. Berdasarkan atas analisa kinerja jadwal dengan menggunakan metode nilai hasil (earned value method) pada pelaksanaan proyek beton penangkis ombak, didapatkan hasil perhitungan varian jadwal (schedule variance) SV = 0 dan indek kinerja jadwal (schedule performance index) SPI =1. Dengan demikian, hasil analisa pelaksanaan proyek yang diteliti secara meyakinkan menunjukkan terjadinya jadwal pelaksanaan proyek sesuai dengan jadwal yang telah direncanakan (on schedule). Kata Kunci: Proyek, Manajemen Waktu, Jadwal dan Nilai Hasil

Project control and forecast assessment of building projects in Pakistan using earned value management

PurposeEarned Value Management (EVM) is widely used as a project performance measurement and forecasting technique. Nonetheless, it has not been fully explored in Pakistani construction industry; where conventional progress reporting methodology (CPRM) is being followed having certain confines. It reports only the financial progress of a project, expresses feeble association between the duration and cost of activities, and forecasts flawed schedule and completion cost. This research implements EVM on under-construction building projects in Pakistan, and compares its upshots with the projects' actual records and with the outcomes of CPRM.Design/methodology/approachTo assess the implementation of EVM on building projects, a set of specific criteria was established. Work Breakdown Structure, Organization Breakdown Structure and Control Points were established. The study has compared the EVM metrics with CPRM outcomes on three under-study building projects, and has deliberated on their mutual differences as well as their relationship with actual cost and schedule performance. Monthly figures of actual spending and completed activities were periodically recorded and compared with planned values for status indication. The graphs were generated to observe the correlation between the results of EVM and CPRM. The data was then extrapolated to forecast the schedule and cost values at completion.FindingsThe study discovered that trends of EVM in quantifying the project's cost and schedule performance were strongly correlated and were closer to the actual progress. It has also verified the EVM's soundness in forecasting the cost and schedule, required for project's completion. Contrarily, CPRM metrics could not precisely visualize the current and future, cost and schedule performance.Originality/valueThe case study concludes that EVM's incorporation in progress reporting regime can revolutionize the assessment procedures in Pakistan by rightly indicating the project's current status as well as visualizing the future performance. The study's methodology can also be extrapolated in other countries having similar work environment and economic conditions.