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"Perencanaan dan penjadwalan adalah tahap yang sangat penting dalam menentukan keberhasilan suatu proyek. Masalah yang sering terjadi dalam suatu proyek adalah keterlambatan pekerjaan karena ketidaksesuaian antara rencana awal dengan realisasi pelaksanaan proyek.Penelitian ini bertujuan untuk menerapkan Metode Critical Chain Project Management (CCPM) dalam mencari solusi optimalisasi dalam segi waktu proyek. Penelitian ini menganalisis penjadwalan proyek instalasi DCS dengan metode CCPM terhadap penjadwalan yang telah ditetapkan oleh pihak manajemen proyek untuk mengetahui durasi optimal proyek dengan memperhitungkan hubungan keterkaitan pekerjaan, 50% probabilitas, kendala sumber daya, jalur kritis, project buffer dan feeding buffer.Hasil dari pengembangan penjadwalan dengan metode critical chain dapat mengoptimalkan jadwal karena menghilangkan waktu pengaman pada setiap pekerjaan sehingga didapat waktu penyelesaian proyek menjadi 279.75 hari dari penjadwalan sebelumnya yaitu 285 hari. hal ini juga dapat mengantisipasi kebiasaan buruk seperti student's syndrome.

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Planning and scheduling are very important stage in determining the success of a project. A problem that often occurs in project is project lateness due to the mismatch between the first schedule plan and realization in project implementation.This research aim to implementing the critical chain project management (CCPM) to find a solution in term of optimization of project time. This study analyzes the Project Scheduling Installation of DCS with scheduling of the CCPM method which has been established by the management of the project to find out the optimal duration of project. The indicators used to calculate the project can be implemented are the corresponding relationships between activity, change duration with 50% probability, resource constraints, critical chain, project buffer and feeding buffer.The result of the development of scheduling with critical chain method can optimize the schedule because it eliminates a safety time on every job so come by the time the completion of the project becomes 278.75 days from the previous scheduling that was 285 days. It also can anticipate a bad habit such as student's syndrome."

"ABSTRAKProduksi pesawat terbang sendiri menjadi sangat penting untuk memfasilitasi banyaknya penumpang pesawat terbang di Indonesia. Indonesia memiliki sejumlah insinyur pesawat dalam membuat dan merancang komponen utama pesawat terbang yang kompleks. Namun, banyak insinyur pesawat Indonesia yang lebih memilih bekerja pada produsen pesawat dunia, termasuk para insinyur pesawat baru. Hal ini menyebabkan sumber daya manusia dalam mendesain pesawat di Indonesia menjadi terbatas. Desain pesawat terbang yang sangat kompleks dan jumlah sumber daya manusia yang terbatas membutuhkan manajemen proyek yang baik. Penelitian ini bertujuan untuk menganalisis perbandingan penjadwalan berdasarkan CPM dan CCPM untuk proses desain struktur ekor pesawat terbang berdasarkan sumber daya yang terbatas. Hasil analisis perbandingan menunjukan bahwa penjadwalan CPM dan CCPM memiliki ruang lingkup dan kualitas yang sama. Dalam constraint penjadwalan, CPM memiliki proses perhitungan yang lebih sederhana dibandingkan CCPM. Penjadwalan CCPM dapat lebih dapat meminimalisasi biaya, menggunakan sumber daya manusia lebih optimal, dan dapat lebih mengantisipasi risiko dibandingkan penjadwalan CPM.

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ABSTRACTAbstractThe production of the aircraft in Indonesia becomes very important to facilitate many passengers of airplanes in Indonesia. Indonesia has a number of aircraft engineers in making and designing the main components of a complex aircraft. However, many Indonesian aircraft engineers prefer to work on the world 39 s aircraft manufacturers, including new aircraft engineers. This causes the human resources in designing of aircraft in Indonesia to be limited. The design of a very complex aircraft and the limited number of human resources requires good project management. This study aims to analyze scheduling comparisons based on CPM and CCPM for the design process of tailplane structure based on limited resources. The result of comparison analysis shows that the scheduling of CPM and CCPM have the same scope and quality. In the scheduling constraint, CPM has a simpler calculation process than CCPM. CCPM scheduling can further minimize costs, use more optimal human resources, and be more risk anticipating than CPM scheduling."

"The topic of this book is known as dynamic scheduling, and is used to refer to three dimensions of project management and scheduling : the construction of a baseline schedule and the analysis of a project schedule’s risk as preparation of the project control phase during project progress. This dynamic scheduling point of view implicitly assumes that the usability of a project’s baseline schedule is rather limited and only acts as a point of reference in the project life cycle. Consequently, a project schedule should especially be considered as nothing more than a predictive model that can be used for resource efficiency calculations, time and cost risk analyses, project tracking and performance measurement, and so on."

"Penjadwalan merupakan hal penting dalam proses konstruksi,karena penjadwalan mempunyai pengaruh besar terhadap komponen lain seperti biaya dan kualitas. Pada tahun 1997, Dr Elihayu Goldart menemukan metode penjadwalan baru yaitu Critical Chain Project Management. Metode ini adalah modifikasi dari metode metode tradisional lainnya seperti Bar Chart dan Critical Path Method. Diperlukan semacam survey untuk mengetahui sebanyak dan selayak apa metode ini digunakan pada proyek konstruksi konvensional dengan menganalisis karakteristik dari metode critical chain.

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Scheduling is an important thing in the construction process, because scheduling has a major influence on other components such as cost and quality. In 1997, Dr. Elihayu Goldart find a new scheduling method that is Critical Chain Project Management. This method is a modification of traditional methods such as Bar Chart and Critical Path Method. Such a survey is needed to determine how much and how can this method used in conventional construction projects by analyzing the characteristics of the critical chain method."

"The topic of this book is known as dynamic scheduling, and is used to refer to three dimensions of project management and scheduling: the construction of a baseline schedule and the analysis of a project schedule's risk as preparation of the project control phase during project progress. This dynamic scheduling point of view implicitly assumes that the usability of a project's baseline schedule is rather limited and only acts as a point of reference in the project life cycle. Consequently, a project schedule should especially be considered as nothing more than a predictive model that can be used for resource efficiency calculations, time and cost risk analyses, project tracking and performance measurement, and so on. First, the construction of a project baseline schedule is a central theme throughout the various chapters of the book, and is discussed from a complexity point of view with and without the presence of project resources. Second, the creation of an awareness of the weak parts in a baseline schedule is discussed at the end of the two baseline scheduling parts as schedule risk analysis techniques that can be applied on top of the baseline schedule. Third, the baseline schedule and its risk analyses can be used as guidelines during the project control step where actual deviations can be corrected within the margins of the project's time and cost reserves"

"Penerapan manajemen proyek pada perusahaan tidak selamanya berjalan dengan baik. Untuk itu perlu dilakukan analisis apakah peran manajemen proyek saat ini telah sesuai dengan apa yang seharusnya berjalan. Manajemen proyek merupakan sumber dari keberhasilan suatu proyek teknologi informasi, oleh karena itu sangat penting untuk memperhatikan hal ini agar dapat menjadi landasan yang kokoh dalam menjalankan suatu proyek, terutama proyek teknologi informasi. PT. Aprisma Indonesia merupakan perusahaan yang cukup besar dalam bidang pengembangan perangkat lunak. Saat ini perusahaan ini mengalami permasalahan dalam deliverable produk mereka. PT. Aprisma Indonesia saat ini sedang berkembang pesat, walaupun demkian sering kali tersandung pada permasalahan jadwal manajemen proyek. Permasalahan ini menyebabkan tingkat kepercayaan pelanggan berkurang sehingga membawa dampak bagi perusahaan.Penelitian yang bersifat eksperimental ini mencoba untuk menggambarkan keadaan manajemen proyek pada PT. Aprisma Indonesia sebelum penerapan Critical Chain Project Management (CCPM). Setelah kita dapat mengetahui kesalahan apa yang ada pada manajemen proyek PT. Aprisma Indonesia, penulis akan mencoba penerapan CCPM sebagai solusi dari permasalahan yang ada. Setelah itu kita akan melihat apakah CCPM yang diterapkan dapat membawa perbaikan bagi manajemen proyek PT. Aprisma Indonesia. Dari hasil tesis ini diharapkan PT. Aprisma Indonesia dapat menyelesaikan segala permasalahan yang diakibatkan oleh kurang baiknya proses project management, sehingga membuat kualitas deliverable produk PT. Aprisma Indonesia semakin baik.

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The application of the Project Management to the company does not always going well. Therefore, it is significant to analyze whether the role of the project management at this time is going well according to the way it should be done. Project management is the foundation of an IT Project`s success therefore it is very important to pay attention on it, so it can be a firm foundation in undertaking a project, especially the information technology project. PT. Aprisma Indonesia is quite a big company in software development area. Nowadays, this company is having a problem in deliverable of their product. Company which is developing with the product they are oferred, often stumble into the problem of the project management schedule. This problem cause the derivation of the customers` reliability to the company, which obviously impact the company itself.This descriptive research tries to show and depict the situation of the project management in PT. Aprisma Indonesia before the application of the Critical Chain Project Management (CCPM). After we have known and configured the mistake which occur in the project management of PT. Aprisma Indonesia, the writer is going to try to apply the CCPM as the solution of the problem occurred. After that, we will see from the beginning whether the CCPM which is applied, can bring improvement to the project management of PT. Aprisma Indonesia. From the result of this thesis, the writer hopes that PT. Aprisma Indonesia will be able to solve all the problems which are caused by an unwell going process of the project management, so that it will improve the quality of the product deliverable of PT. Aprisma Indonesia."

"The "bible" of project management, updated to address emerging issues Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI®'s latest Project Management Body of Knowledge (PMBOK®)"