Analisis Percepatan Waktu Proyek Menggunakan Metode Fast Track Pada Pembangunan Kantor Kejaksaan Negeri Sigi

Vendy Pateh; Daisy Pangemanan

doi:10.33603/jki.v14i2.12856

Authors

Vendy Pateh Program Studi Sarjana Terapan Konstruksi Bangunan Gedung, Jurusan Teknik Sipil, Politeknik Negeri Manado, Manado, Indonesia
Daisy Pangemanan Program Studi Sarjana Terapan Konstruksi Bangunan Gedung, Jurusan Teknik Sipil, Politeknik Negeri Manado, Manado, Indonesia

DOI:

https://doi.org/10.33603/jki.v14i2.12856

Keywords:

CPM, Fast Track, Microsoft Project, Project Acceleration

Abstract

Construction projects are subject to time constraints and involve interdependent activities, making schedule control essential to achieve the planned completion target. This study aims to determine the schedule lag of the Sigi District Attorney’s Office construction project, evaluate the change in project duration after applying the Fast Track method, and analyze its effect on project activities. A quantitative case study approach was applied using project contract documents, the planned time schedule, weekly progress reports, activity durations, and predecessor relationships. The Critical Path Method (CPM) was first used to identify critical activities, while Microsoft Project was employed to model the existing schedule and analyze changes in activity relationships. The analysis showed that, by week 35, the actual cumulative progress reached 96.40%, compared with 99.96% planned progress, resulting in a 3.56% deviation equivalent to a schedule lag of 28 days on the planned S-curve. The 250-day contractual duration covers physical construction work that was completed within 245 days, and this 245-day existing physical schedule was used as the basis for the CPM and Fast Track analysis. Fast Track was then applied through overlapping critical activities in two stages, after two of the three existing critical relationships were found to already exceed 50% overlap and were therefore excluded from further acceleration. The results showed that the physical work duration was reduced from 245 days to 224 days, representing a reduction of 21 days or 8.57% relative to the 245-day existing schedule. In the scheduling model, the acceleration scenario was formulated without additional labor, equipment, or overtime work. However, the number of critical activities increased from four to eleven, indicating the need for more intensive coordination of labor, equipment, and materials. The results demonstrate that Fast Track can be an effective alternative for recovering schedule delays in government building projects.

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