ABSTRACT
ABC Company is an agent of network construction, operation, and maintenance. ABC Company is currently implementing the STTF (Shit to the Front) project, which is the project to add FTTH (Fiber to the Home) networks in areas that can have high customer demand. One of the STTF project construction sites is the Indra Prahasta II housing location. However, the project is currently experiencing work delays due to the Covid-19 disaster in Indonesia. Delays in project execution can result in potential prospects choosing another company that provides similar services. The project schedule can be accelerated using the crashing method and TCTO (Time Cost Trade-Off) analysis to solve this problem. This research's acceleration will be carried out with alternatives for adding 3 hours, 2 hours, 1 hour, and an alternative to increasing workers' number. This project has an average duration of 55 working days with a total cost of Rp 604,124,460. The results obtained from data processing, on the alternative of adding 1 hour of overtime work, the total duration becomes 54 working days with total project cost is Rp 605,734,138. In addition to 2 hours of overtime work, the project's total duration can be reduced to 54 days with a total project cost Rp 606,803,619. And for the addition of 3 hours overtime, the total duration can be shortened to 54 days with a total cost of Rp 606,803,619. As for increasing the number of workers, project work duration can be shortened to 54 working days with a total project cost Rp 604,556,748.
ABSTRACT
Purpose To meet the rapidly increasing demand for medical treatment during the outbreak of COVID-19, Huoshengshan and Leishenshan Hospital are rapidly built (9-12 days) in Wuhan. These two urgent emergency projects are unprecedented. In general, substantial literature suggests that the possibility of shortening a schedule by more than a quarter of its original duration is implausible. By contrast, the two projects had successfully compressed the schedules from months and years to about ten days. This study aims to investigate how this was done and provide references for future projects. Design/methodology/approach The study uses qualitative case study techniques to analyze the project practices in two urgent emergency projects. Data were gathered through semi-structured interviews and archival research. During interviews, interviewees were asked to describe the project practices adopted to overcome the challenges and freely share their experiences and knowledge. Findings The results illustrate that a high degree of schedule compression is achievable through tactful crashing, substitution and overlapping applications. The successful practices heavily rely on the high capacity of participants and necessary organization, management and technology innovations, such as three-level matrix organizational structure, reverse design method, site partition, mock-up room first strategies and prefabricated construction technology. For instance, the reverse design method is one of the most significant innovations to project simplification and accelerate and worthy of promotion for future emergency projects. Practical implications The empirical findings are significant as they evoke new thinking and direction for addressing the main challenges of sharp schedule compression and provide valuable references for future emergency projects, including selecting high-capacity contractors and replacing the conventional design methods with reverse design. Originality/value Substantial studies indicate that the maximum degree of schedule compression is highly unlikely to exceed 25%, but this study suggests that sharp compression is possible. Although with flaws in its beauty (i.e. compressing schedule at the expense of construction cost and quality), it is also a breakthrough. It provides the building block for future research in this fertile and unexplored area.