ANALISA PENERAPAN MANAJEMEN PROYEK UNTUK MENINGKATKAN KETEPATAN WAKTU PENYELESAIAN PROYEK N219 STUDI PADA: PT. DIRGANTARA INDONESIA

AMALISTYA KARTIKA N, Prof. Wakhid Slamet Ciptono, M.B.A., M.P.M., Ph.D.

2020 | Tesis | Magister Manajemen

PT Dirgantara Indonesia merupakan salah satu perusahaan BUMN yang bergerak di bidang aerospace yang berlokasi di Bandung, Provinsi Jawa Barat. Dalam kasus ini, PT Dirgantara Indonesia melakukan pengembangan produk baru, yaitu N219 yang ternyata mengalami masalah dalam hal penjadwalan dan terlambat sebanyak 206 hari. Penelitian ini bertujuan untuk menganalisis penjadwalan proyek N219, mengidentifikasi faktor penyebab keterlambatan proyek N219, dan membuat perencanaan penjadwalan proyek N219 yang baru. Penelitian ini menggunakan desain deskriptif. Metode pendekatan penelitian dengan pendekatan kuantitatif. Penelitian ini menggunakan data primer bukan sebagai data utama melainkan data pelengkap, yaitu dengan wawancara. Data sekunder sebagai data utama yang meliputi data proyek secara umum, WBS, gantt chart, flight test log, buku teks, jurnal, peraturan sertifikasi di bidang aviasi, dan media online. Metode analisis data menggunakan teknik analisis PERT, CPM dan pareto. Hasil penelitian menunjukkan bahwa proyek N219 ini mengalami keterlambatan di bagian development test and evaluation khususnya di sub-bagian flight test. Sub-bagian flight test yang terlambat adalah certification test. Selisih keterlambatan pada tahap ini 206 hari. Faktor penyebab keterlambatan dalam proyek N219 dikarenakan beberapa aspek yang kerap muncul saat flight test. Seperti pada pelaksanaan flight test tahap pengembangan, masalah yang termasuk vital few baik PD1 maupun PD2 sama, yaitu vibrasi dan control wheel. Pada tahap sertifikasi, masalah yang termasuk vital few pada PD1 dan PD2 yang sama adalah di bagian LH WOW, tetapi terdapat faktor lain yang berbeda. Saat sertfikasi PD1, vital few meliputi LH fuel dan LH-RH WOW, sedangkan PD2 vital few meliputi ICS, LH WOW dan RH engine TQ limited. Berdasarkan analisis PERT, peneliti membuat perencanaan penjadwalan proyek N219 baru dengan target hari 2.880 hari atau 8 tahun. Kemungkinan proyek tersebut dapat selesai tepat waktu adalah 87,29%.

PT Dirgantara Indonesia is one of BUMN engaged in aerospace, located in Bandung, West Java Province. In this case, PT Dirgantara Indonesia developed a new product, namely N219, which turned out to be having problems with scheduling and being delayed by 206 days. This study aims to analyze the N219 project scheduling, identify the factors causing the delay in the N219 project, and make a new N219 project scheduling plan. This study used a descriptive design. The research approach method with a quantitative approach. This study uses primary data not as main data but complementary data, namely by interview. Secondary data as the main data includes general project data, WBS, gantt charts, flight test logs, textbooks, journals, certification regulations in the aviation sector, and online media. Methods of data analysis using the PERT, CPM and Pareto analysis techniques. The results showed that the N219 project experienced delays in the development test and evaluation section, especially in the flight test sub-section. The late flight test sub-section is the certification test. Delay at this stage is 206 days. The factor causing delays in the N219 project was due to several aspects that often appeared during flight tests. As in the implementation of the flight test in the development stage, the problems including the vital few, both PD1 and PD2, are same, namely vibration and control wheel. At the certification stage, the problems that included vital few are same in PD1 and PD2 that LH WOW section, but there were other factors that were different. During PD1 certification, vital few include LH fuel and LH-RH WOW, while PD2 vital few include ICS, LH WOW, and RH engine TQ limited. Based on PERT analysis, the researcher made a new N219 project scheduling plan with target of 2.880 days or 8 years. The likelihood of this project being completed on time is 87.29%

Kata Kunci : project management, critical path, PERT, gantt chart, pareto