In the high-stakes world of construction, time is money, and delays can bleed profits like a sieve. A’izzatul Khiyana, a researcher from the Civil Engineering Department at Universitas Hasyim Asy’ari in Jombang, Indonesia, has delved into the nitty-gritty of project acceleration methods, offering a fresh perspective that could reshape how the industry tackles delays, especially in critical infrastructure projects for the energy sector.
Khiyana’s study, published in the Indonesian journal ‘Jurnal Pensil’ (which translates to ‘Pencil Journal’), zooms in on two popular acceleration methods: fast track and crash programme. The research was sparked by a real-world problem: Building X’s construction project, which faced a three-week delay, extending from 23 weeks to 25 weeks. “The delay was a wake-up call,” Khiyana explains. “We needed to find the most time- and cost-efficient way to get the project back on track.”
The study combined primary data from questionnaires with secondary data like S-curves, unit price analysis, and project reports. Khiyana and her team applied both fast track and crash programme methods, then analyzed the risks and work quality. The results were striking: the fast-track method emerged as the optimal solution, reducing the project time to 22 weeks with a 12% efficiency gain and cost savings of Rp. 759,698,484.61.
However, the fast-track method isn’t without its risks. Khiyana warns, “One potential risk is concrete cracks due to acceleration. It’s a trade-off that project managers need to consider carefully.”
The energy sector, with its complex infrastructure projects, could benefit significantly from this research. Imagine a scenario where a power plant project is delayed due to unforeseen circumstances. The fast-track method could help mitigate these delays, ensuring that the plant is up and running sooner, reducing downtime, and increasing profits.
Khiyana’s research complements existing studies by integrating risk analysis and quality assessment into the fast-track acceleration process. This holistic approach could set a new standard for project management in the construction industry, particularly in sectors where time is of the essence, like energy.
The implications of Khiyana’s findings are profound. They suggest that with careful planning and risk management, fast-track methods can be a viable solution for projects facing delays. This could lead to more efficient project management, reduced costs, and improved profitability in the energy sector and beyond.
As the construction industry continues to evolve, Khiyana’s work serves as a reminder that innovation and adaptability are key to success. By embracing new methods and technologies, the industry can overcome challenges and build a more efficient, profitable future.
