Analysis of Scheduling Acceleration of a Hospital Construction using the Precedence Diagram Method Combined with Fast Track and the Precedence Diagram Method Combined with Crashing Method


In general, the completion of a project must be in accordance with a binding contract agreement, but in its implementation, there can be obstacles that cause delays. Project delays can affect the results of weekly progress and the final results of the project and affect the performance appraisal of project implementers. Delays can be seen through the weekly progress of the program according to the schedule. Delays can be prevented by speeding up existing scheduling. This research aimed to conduct an acceleration analysis on the schedule using the fast track method and the crashing method and critical network analysis using the Precedent Diagram (PDM), then determine which method is appropriate according to this research. In this case study, there was a delay in the 18th week where the progress of the plan of 16.60% was only at 11.21% so there was a deviation of 5.4%. This delayed the duration of project completion from 366 days to 390 days. The analysis results obtained by applying the Fast-Track method can overcome delays by returning the schedule to the original plan, without any additional costs. The results of the analysis using the PDM method combined with the crashing method can make the duration faster than the plan duration, which was 359 days or 7 working days faster and the additional cost is about 1.02%. The fast track and crashing methods can be used as scheduling acceleration tools to overcome delays, but in financing, the fast track method is more cost-effective while the crashing method has additional costs. This research provides references and descriptions about the effects of using the fast track and crashing methods on projects.

Keywords: project delays, schedule acceleration, critical network analysis

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