JRSSEM 2022, Vol. 02, No. 6, 1187 – 1202
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI: 10.36418/jrssem.v2i06.381 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
DELAY FACTOR ANALYSIS AND DYNAMIC SYSTEM
MODELING ON THE LIQUID PETRELEUM GAS TANK EPC
PROJECT IN KUPANG
Agung Fachrully Ade
1
Sugeng Santoso
2
1,2
Universitas Mercu Buana Jakarta Barat, Indonesia
*
e-mail: agungfachrullyad[email protected], sugeng.santoso@mercubuana.ac.id
*Correspondence: agungfachrullyade@gmail.com
Submitted
: 25
th
December 2022
Revised
: 18
th
January 2023
Accepted
: 29
th
January 2023
Abstract: Project delays are an event that often occurs in every project, especially projects with
the scope of Engineering Procurement & Construction (EPC) in Indonesia. Many factors affect
the slowness of the project so that the performance of a project will not run well if supervision
and control are not carried out. The purpose of this study is to find out what the factors that
caused delays, make modeling using dynamic systems and how to make effective managerial
suggestions to accelerate project performance. This research method uses mixed methods.
The results of this study there are 3 factors that cause delays in the project, starting from the
largest factor based on the results of the mean rank analysis is the Construction factor, followed
by Procurement, and the last is engineering. In the Construction Factor, five main indicators
were taken to cause the delay in the Petreleum Gas Liquid Tank EPC project in Kupang which
occurred because the material did not meet specifications, work was stopped due to design
changes, delays in project manager decision making, differences of opinion between
contractors and consultants, and poor construction quality. Managerial advice in this study is
to improve the quality of Human Resources and improve communication networks, tighten
the control function and evaluate regularly.
Kata Kunci: Project delays; EPC; Dynamic Systems.
1188 | Delay Factor Analysis and Dynamic System Modeling on The Liquid Petreleum Gas
Tank EPC Project In Kupang
INTRODUCTION
A project is an activity that is carried
out with limited time and resources to
achieve a predetermined final result. In
achieving the final result, an activity on a
project is limited by budget, schedule and
quality (Triple Constraint) (Rani & Yuni,
2021), a project can be interpreted as a
combination of various resources in a
certain organizational structure that are
gathered to achieve a goal. Activities or
tasks carried out in a project are in the form
of construction or repair of facilities such as
buildings, roads, bridges, dams, and so on,
or it can also be in the form of research,
development activities. A project is an
activity that has a temporary nature (limited
time), is not repetitive, is not routine, has a
start and end time, limited or certain
resources and is intended to achieve a
predetermined goal.
Project delays are an event that often
occurs in every project, especially projects
with the scope of Engineering Procurement
& Construction (EPC) in Indonesia. This is
very common because many factors affect
the delay of the project during the EPC
work process (Agung, 2020). According to
(Suyatno, 2010) a project that experiences
delays will have an impact on the
timeframe agreed on the initial contract
document and will potentially also have the
cost overrun of the project.
Project Management in a job in the
Service Industry is a series of activities that
have complex problems so that the process
of planning to project control activities
during implementation is an important
series of a project. One of the problems
that often occurs in project activities is the
risk of delays in the project. An Engineering
Procurement Construction (EPC) project is
a project in which the contractor works on
a project with the scope of responsibility for
completing the work including design
studies, material procurement and
construction as well as planning of the
three activities (Sholeh et al., 2015). The
most complex thing in an EPC project is
when budgeting and project execution
schedules. All activities must be created
and known before the project is worked on
(Ajayi & Chinda, 2022). The EPC stage starts
from Engineering, Procurement, and ends
with Construction (construction) (Abdullah
et al., 2018).
The object of this study is a
government assignment project in order to
reduce fuel subsidies through the
conversion of kerosene to Liquid Petreleum
Gas (LPG). In addition, the project on this
research object is one of the PSN (National
Strategic Projects) to increase energy
supply and also the reliability of national
energy infrastructure. With the conversion
of Fuel Oil (BBM) from kerosene to Liquid
Petreleum Gas (LPG), the need for Liquid
Petreleum Gas (LPG) in the future will
continue to increase while the available
facilities for revenue and stockpiling are still
insufficient, so that there is a need to add
Liquid Petreleum Gas (LPG) stockpiling
facilities, in order to anticipate the increase
in the need for Liquid Petreleum Gas (LPG)
so that there is no crisis in the availability of
Liquid Petreleum Gas (LPG) in People of
East Nusa Tenggara. The project location
plan for this research object is located in
the fuel terminal area in East Nusa
Tenggara.
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The main problem that resulted in
delays in the work of this project was the
lack of level of readiness in the preparation
of project management which took 4 (four)
months from the start of the project, so that
in the first 4 (four) months the progress
went slow down from the plan. In the 5th
(fifth) month progress began to be seen so
that in the 6th (sixth) month until before the
Covid-19 pandemic, progress went well
according to the planned schedule. In
March 2020, the out break of the Covid-19
pandemic greatly affected the overall
Project Performance Productivity, both
from the scope of Engineering,
Procurement and Construction. This
happens because of the lack of project
readiness to face some unexpected risks,
including:
1. Decreased Engineering performance
due to the Work from Home work
system which makes it difficult to
interact directly with clients and
vendors.
2. Increasing prices of equipment from
abroad caused by fluctuations in
foreign currencies against the
Rupiah.
3. Policy on the Implementation of
Restrictions on Community Activities
which affects the performance of
construction and supply chain so that
there are many delays in the arrival of
Materials and Main Equipment,
especially those purchased from
outside the island and abroad.
4. The company's financial difficulties
from the beginning of the Covid-19
pandemic which resulted in disrupted
project operations and cash flow.
Figure 1: Project Performance Curve for the Period of March 2019 – June 2021
Source: Data Processed (2021)
The progress position achieved in June
2021 was 36.27% of the planned 69.64% so
that there was a minus (Behind) deviation
of -33.37%, details can be seen in Table 1.
1320 | Delay Factor Analysis and Dynamic System Modeling on The Liquid Petreleum Gas
Tank EPC Project In Kupang
Table 1. EPC Progress Position for June 2021 Period
NO
WORK
ITEMS
WEIGHTS AGAINST
CONTRACTS (%)
ACTUAL
PROGRESS
(%)
PLAN
PROGRESS
(%)
DEVIATION
(%)
1
Engineering
5,3356
5,2345
5,3356
-0,1012
2
Procurement
69,4870
15,7298
46,5162
-30,7864
3
Construction
25,1774
15,3068
17,7911
-2,4843
Total
100
36,2710
69,6430
-33,3719
Source: Data processed (2021)
To complete the phenomenon in the
background of this research, the first step
will be to identify what factors affect the
delay of the project and make a simulation
concept from the results of the
identification of these factors using the
Dynamic Systems approach (Surya et al.,
2017) (Bugaje et al., 2021).
MATERIALS AND METHODS
The framework of this study focuses on
identifying the factors of delay that occur in
the EPC Project of Liquid Petreleum Gas
Tanks in Kupang where the framework in
this study has outputs that require
changing the direction of strategy or
creating new work programs in order to get
optimal results during the development
process (Guida & Sacco, 2019).
The type of research used in this
research object is Mix Methods where in
research with the Mixed Methods method
has a procedure to collect, analyze and mix
quantitative and qualitative methods in a
study to understand the problems in the
study. The approach in this study uses a
quantitative descriptive approach, where
enrichment of explanations or variable
information will be carried out through
FGDs on key informants and supporting
informants followed by analysis of key
informants as confirmation.
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Figure 2: Fame of Mind
Source: Data processed (2021)
Research Population and Sample
A population is a collection of the
whole on the measurement of objects or
individuals aimed at assessing data where
the population of this study consists of all
staff and workers in the EPC Project of
Petreleum Gas Liquid Tank in Kupang as
well as all representatives of related staff at
the Jakarta head office with various
positions, ages and educational
backgrounds (Kammouh et al., 2022). It was
calculated that the population to be used in
this study was approximately 25
respondents.
Data Collection Methods
This research is limited to the scope of
the Petreleum Gas Liquid Tank EPC Project
in Kupang which refers to the management
of Project Management during the
pandemic. This study used data collection
methods obtained from Documentation,
Observation, Interviews, Discussions, and
Questionnaire Distribution.
Primary Data
Primary Data is data obtained from the
original source, where in this study, the
Primary Data obtained was in the form of
Field Data, namely by obtaining
information directly from the Project
Manager and General Manager submitted
by the researcher. The source of
information obtained provides data directly
and is original where this data is the main
data for the author to obtain related
1192 | Delay Factor Analysis and Dynamic System Modeling on The Liquid Petreleum Gas
Tank EPC Project In Kupang
information needed according to the
problems that occurred in the Project
during the pandemic and before the
pandemic (Egwim et al., 2021).
Secondary Data
Secondary Data in this study was
carried out by collecting some information
by conducting a Site Visit to the project site
using the Observation, Interview, FGD
(Focus Group Discussion) method and then
some documentation was taken and then
the distribution of questionnaires was
carried out.
RESULTS AND DISCUSSION
Descriptive Analysis
Based on the results of filling out
research instruments or questionnaires by
the respondents, data related to project
delay factors were obtained. From filling
out the research instrument or
questionnaire, statistical data was
generated regarding the factors causing
the delay in the EPC project of the
Petreleum Gas Liquid Tank in Kupang.
Ranking Analysis
The sample data that appears will be in
the form of frequencies in each variable
used in this study is the result of filling out
instruments or questionnaires. The sample
data will be input analysis using descriptive
analysis methods. The data will be summed
in its entirety from the response answers
with the use of a likert scale. Then the
standard deviation of each variable used in
this study will be calculated.
Standard deviation can be interpreted
as a statistical value used to determine the
distribution of data on the sample, as well
as to determine the data point from each
individual to the mean or average of the
sample values. If the value of the standard
deviation of a sample data is equal to zero,
then it can show that all values in the
instrument or questionnaire are the same.
The greater the value of the standard
deviation of a sample data, the more bsesar
the distance value of each data point with
the average value.
Mean Rank Between Variables
Mean Ranking of each factor of the
cause of the delay in the EPC project of the
Petreleum Gas Liquid Tank in Kupang, will
be imprecipated in the figure and table
below.
Table 3. Delay Factor Ranking Analysis
Factor
N
Min
Max
Std. Deviation
Ranking
Engineering (X1)
25
36
52
44.760
3
Procurement(X2)
25
44
68
58.120
2
Construction(X3)
25
46
76
61.800
1
Source: Data processed (2022)
1192 | Delay Factor Analysis and Dynamic System Modeling on The Liquid Petreleum Gas
Tank EPC Project In Kupang
Figure 3: Delay Factor Ranking Analysis
Source: Processed Data (2022)
Based on the results of the ranking
analysis imprecipated in Table 8 and Figure
4, it is known that the sequence of factors
causing the delay in the Liquid Petreleum
Gas Tank EPC Project in Kupang, namely:
1. Construction Factor
One of the most supportive factors in
the creation of a good project development
is the contrsuktion factor. In this study, the
construction factor was the biggest factor
that made the delay in the EPC Project of
Liquid Petreleum Gas Tank in Kupang.
In this study, there are various
construction factors that can be indicators
of obstacles in the Liquid Petreleum Gas
Tank EPC Project in Kupang, for example
site conditions that are much different from
design, unexpected weather conditions,
poor construction quality, to delays in cash
flow in the Petreleum Gas Tank EPC Project
in Kupang.
Based on previous research, project
delays caused by construction factors are
usually due to construction delays followed
by administrative delays and also
consultant delays as well as due to
unpredictable weather. This is likely to
happen, because when you want to do
construction, it turns out that the state of
the site has changed from before or there
is a delay in determining decisions in the
field by the project manager.
2. Procurement Factor
In addition to construction factors,
procurement factors are also one of the
determining factors in project
development. Delays in procurement such
as the provision of materials needed can
occur due to difficulties in obtaining them
or due to bid prices that are too high than
predetermined estimates.
Based on previous research, project
delays caused by procurement factors are
usually because the materials used are not
produced alone or there is a conflict of
interest and also the policies that apply in
the surrounding community are not
synchronized.
3. Engineering Factors
0
10
20
30
40
50
60
70
Engineering (X1) Procurement (X2) Construction (X3)
44.76
58.12
61.8
Mean Rank
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The last factor that can affect the
slowness in project implementation is the
factor of experts or manpower. Errors in this
technician factor, usually regarding the
incorrect calculation of the number of
workers so that the work carried out does
not run effectively. In addition, mistakes
that often occur are changes in
specifications that eventually make design
changes and also changes in budget plans.
The amount of manpower required at
each stage of project implementation will
vary. This depends on the type of work and
job responsibilities. Planning that does not
match the needs contained in the field will
cause problems (Kammouh et al., 2022).
The reason is, labor is one of the resources
that is difficult to get and also the price is
quite soaring.
Lack of skills and expertise and
communication from workers can also
result in less productive work done.
Because the time it takes to complete a
project will become longer.
Based on the previous research, with
the title Modeling of Delay Factors for the
Ambon Lantamal Pier Arrangement Project
with a Dynamic System, Project delays
caused by labor or technician factors are
usually due to difficulties in obtaining
human resources in accordance with
qualifications and changes in specifications
during project work(Buyang & Buyang,
2020). So because of these changes, it
causes design changes in the project and
also changes in budget and additions or
reductions of the materials to be used.
Mean Ranking per item variable
Table 4. Ranking Analysis of Engineering Variables
Variabel
N
Min
Max
Mean
Std. Deviation
Ranking
VAR00001
25
3.00
4.00
3.6400
.48990
3
VAR00002
25
3.00
4.00
3.6000
.50000
4
VAR00003
25
2.00
4.00
3.6430
.56862
2
VAR00004
25
2.00
4.00
3.1600
.74610
13
VAR00005
25
3.00
4.00
3.6440
.48990
1
VAR00006
25
3.00
4.00
3.5600
.50662
6
VAR00007
25
2.00
4.00
3.1610
.74610
12
VAR00008
25
3.00
4.00
3.5600
.50662
7
VAR00009
25
3.00
4.00
3.5610
.50662
5
VAR00010
25
2.00
4.00
3.1620
.74610
11
VAR00011
25
2.00
4.00
3.3630
.70000
10
VAR00012
25
2.00
4.00
3.3650
.70000
8
VAR00013
25
2.00
4.00
3.3640
.70000
9
Source: Data processed (2022)
Table 5. Procurement Variable Ranking Analysis
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Variabel
N
Min
Max
Mean
Std. Deviation
Ranking
VAR00001
25
2.00
4.00
3.6210
.57735
3
VAR00002
25
2.00
4.00
3.6500
.57735
2
VAR00003
25
2.00
4.00
3.4800
.58595
8
VAR00004
25
2.00
4.00
3.4200
.57735
10
VAR00005
25
2.00
4.00
3.4100
.57735
11
VAR00006
25
3.00
4.00
3.7600
.43589
1
VAR00007
25
3.00
4.00
3.4800
.50990
9
VAR00008
25
3.00
4.00
3.4830
.50990
7
VAR00009
25
2.00
4.00
3.0800
.75939
17
VAR00010
25
2.00
4.00
3.0820
.75939
15
VAR00011
25
2.00
4.00
3.0810
.75939
16
VAR00012
25
2.00
4.00
3.0840
.75939
14
VAR00013
25
2.00
4.00
3.6100
.57735
5
VAR00014
25
2.00
4.00
3.4010
.70711
13
VAR00015
25
2.00
4.00
3.6010
.57735
6
VAR00016
25
2.00
4.00
3.6200
.57735
4
VAR00017
25
2.00
4.00
3.4100
.70711
12
Source: Data processed (2022)
Table 6. Construction Variable Ranking Analysis
Variabel
N
Min
Max
Mean
Std. Deviation
Ranking
VAR00001
25
2.00
4.00
3.0100
.76376
17
VAR00002
25
2.00
4.00
3.0300
.76376
16
VAR00003
25
2.00
4.00
3.2800
.61373
8
VAR00004
25
2.00
4.00
3.2400
.72342
12
VAR00005
25
2.00
4.00
3.5600
.65064
2
VAR00006
25
3.00
4.00
3.6800
.47610
1
VAR00007
25
3.00
4.00
3.5200
.50990
3
VAR00008
25
1.00
4.00
3.4000
.86603
7
VAR00009
25
2.00
4.00
3.0400
.67577
14
VAR00010
25
2.00
4.00
3.0000
.76376
18
VAR00011
25
2.00
4.00
3.4100
.57735
6
VAR00012
25
1.00
4.00
2.9600
.84063
19
VAR00013
25
2.00
4.00
3.2000
.76376
13
VAR00014
25
2.00
4.00
3.4300
.64550
4
VAR00015
25
2.00
4.00
3.4200
.64550
5
VAR00016
25
2.00
4.00
3.0400
.81650
15
VAR00017
25
2.00
4.00
3.2440
.66332
9
VAR00018
25
2.00
4.00
3.2430
.66332
10
VAR00019
25
2.00
4.00
3.2410
.66332
11
Source: Data processed (2022)
1196 | Delay Factor Analysis and Dynamic System Modeling on The Liquid Petreleum Gas
Tank EPC Project In Kupang
Mean Ranking per Item Variabel
Based on the results of the Mean
Ranking Test of each item on each variable,
it was decided to take five indicators for
each delay factor or each variable. The
collection of the five indicators is based on
the greatest mean value of each delay
factor or variable to become a dynamic
system modeling. Modeling for this
dynamic system will use the help of
Ventana Simulation (Vensim) Software, the
goal is to make the delivery of information
easier and more effective. Here are the
items or indicators of each delay factor that
will be the input for dynamic system
modeling:
Table 7. Mean Rank Variabel Engineering
Variabel
Keterangan
Mean
Ranking
Engineering
Rencana anggaran proyek
3.6440
1
Jaringan Komunikasi engineering
dengan procurement
3.6430
2
Tingkat keakuratan Scope Of Work
3.6400
3
Kualifikasi engineer
3.6000
4
Tingkat keakuratan desain
3.5610
5
Procurement
Keterlambatan kedatangan material
dan alat
3.7600
1
Meningkatnya harga equipment
akibat fluktuasi mata uang asing
3.6500
2
Harga penawaran vendor yang
lebih tinggi dari estimasi
3.6210
3
Proses klarifikasi teknis yang kurang
akurat
3.6200
4
Kualifikasi pegawai
3.6100
5
Construction
Material tidak sesuai spesifikasi
3.6800
1
Pekerjaan terhenti akibat
perubahan desain
3.5600
2
Keterlambatan pengambilan
keputusan project manager
3.5200
3
Perbedaan pendapat antara
kontraktor dan konsultan
3.4300
4
Kualitas kontruksi yang jelek
3.4200
5
Source: Data processed (2022)
In the dynamic system model used in
this study, Level is interpreted as every
factor of slowness, Rate is interpreted as all
interpretations of delay in each indicator,
Source is interpreted as the prefix of each
delay factor, and Auxalary is interpreted as
the purpose of conducting this study, which
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is the factor causing the delay in the
project.
In Rate Engineering, after analysis
using the Mean Ranking method, levels
were obtained in the top five rankings,
namely project budget plan, engineering
Communication Network with
procurement, Scope of Work accuracy
level, engineer qualification, and design
accuracy level.
In Rate Procurement, after analysis
using the Mean Ranking method, levels
were obtained in the top five rankings,
namely delays in the arrival of materials and
tools, increasing equipment prices due to
foreign currency fluctuations, vendor offer
prices that are higher than estimated,
technical clarification processes that are
not accurate, and employee qualifications.
In Rate Construction after analysis
using the Mean Ranking method levels
were obtained in the top five rankings,
namely materials not according to
specifications, work stopped due to design
changes, delays in project manager
decision making, differences of opinion
between contractors and consultants, and
poor construction quality (Santoso et al.,
2022).
Figure 4: Level, Rate, Auxalary, Source Factors of Project Delay
Source: Data Processed (2022)
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Figure 5: Dynamic System Modeling of Delay Factors in the Project
Source: Data Processed (2022)
Thus, after knowing the Level at each
rate, for dynamic system modeling for
Project slowness factors can be depicted
throughout as shown in figure 6 (Megawati,
2021; Riyanto & Santoso, 2022). Based on
the dynamic system modeling for the delay
factors that occur, it can be written Strategic
steps to be able to be a solution, namely as
follows:
1. Engineering
a. The Project Budget Plan is the main
factor in delays in engineering work,
from all engineering indicators it
can be interpreted that the project
budget plan can affect spec
changes caused by the lack of
thoroughness of material
calculations. This can also affect the
communication network between
engineering and procurement
hampered related to
administration. On the other hand,
to get approval from the Client will
also be too late. Managerial advice
for this point is to make some
alternative project budget plan
from the beginning of the project
even before the project starts and
make alternative technical
specifications if you feel that the
material is difficult to obtain or
special order by considering the
remaining duration of work, price,
quality.
b. Engineering Communication
Network with Procurement is the
2nd (two) factor in delays in
engineering work, at this point the
communication network between
engineering and procurement
usually also affects the
Communication Network with
Vendors and Clients. This will also
cause delays in approval from the
job owner. Managerial advice for
this point is that the use of
technology is very necessary in this
case to speed up the technical
clarification process related to
Design Engineering Details.
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c. The level of accuracy of the Scope
of Work is the 3rd (three) factor in
delays in engineering work, this is
influenced by the qualifications of
engineers and the lack of
thoroughness of engineering in
terms of technical analysis.
Managerial advice for this point is
to increase the number of senior
engineers on the project and
tighten the qualifications of
engineers both in terms of
education, work experience of
prospective employees in the
recruitment process, as well as
regular training for engineers,
especially if there are technological
updates, technical related issues
and so on.
d. Engineer qualifications are the 4th
(four) factor in delays in
engineering work, Managerial
advice for this point is to increase
the number of senior engineers on
the project and tighten the
qualifications of engineers both in
terms of education, work
experience of prospective
employees in the recruitment
process, as well as routine training
for Engineers, especially if there are
technological updates, technical
related issues and so on.
e. The level of design accuracy is the
5th (five) factor in delays in
engineering work, the level of
design accuracy is influenced by
communication networks and
affects design engineering details.
Managerial advice for this point is
that the use of technology is very
necessary in this case to speed up
the technical clarification process
related to Design Engineering
Details.
2. Procurement
a. Delays in the arrival of materials and
tools are the main factors for delays
in procurement work, delays in the
arrival of materials and tools caused
by the late po issuance process,
inaccurate technical clarification
processes and policies for imposing
restrictions on community activities.
In the implementation of the
project, the procurement of
materials will take a relatively long
time in its delivery. Therefore,
speeding up the process of
transporting critical materials will
be of great help in accelerating the
duration of project implementation.
Anticipatory steps to minimize this
are improvements from the
engineering side related to a more
mature technical administration
preparation process and building
systematic communication
between engineering and
procurement. Managerial advice for
this point is to speed up the
technical clarification process but
with accurate results and accelerate
the selection of vendors and the
selection of ready stock or special
order materials with the criteria of
price, quality, accuracy and speed of
delivery. This can certainly absorb
costs higher than the planned cost
budget, but to fix the project ciptra
that is too late, the project manager
must be brave to take this risk. In
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addition, the level of smooth cash
flow is also an important point in
the smooth running of work where
in the implementation of the
project adequate funding is
needed, so that all activities in the
project run smoothly. Therefore, in
the implementation of projects in
actions related to funding, there is
no hesitation in decision making
including intense control and
supervision functions.
b. The increase in equipment prices
due to fluctuations in foreign
currencies is the 2nd (two) factor in
delays in procurement work, the
Covid-19 pandemic outbreak is very
impactful on fluctuations in the
foreign currency exchange rate
against the Rupiah. Managerial
advice for this point is to mediate
with vendors to change the
payment system or find alternatives
so that equipment fabrication is
carried out in Indonesia because it
requires an administrative process
and also delivery to the project
location. Therefore, the solution to
use materials and tools from within
the country will be able to shorten
the duration of time.
c. The vendor's offer price that is
higher than estimated is the 3rd
(three) factor in delays in
procurement work, this is due to
limited material availability and
results in the po issuance process
being late. Managerial advice for
this point is to coordinate with the
Client to find other alternatives in
terms of material spec changes,
look for alternative vendors with the
same specs but not on the brand list
approval, etc. In this case, the
Engineering and Procurement team
must be active to convince the
client to run smoothly.
d. The inaccurate technical
clarification process is the 4th
(fourth) factor in delays in
procurement work, this is due to the
qualifications of employees or the
number of project human resources
that are still lacking and this results
in the issuance of late POs.
Managerial advice for this point is
to increase the number of senior
staff on the project and tighten staff
qualifications both in terms of
education, work experience of
prospective employees in the
recruitment process, as well as
regular training for staff, especially
if there are technological updates,
technical related issues and so on.
e. Employee qualifications are the 5th
(five) factor in delays in
procurement work, this is due to the
lack of project human resources
and this results in late issuance of
PO. Managerial advice for this point
is to increase the number of senior
staff on the project and tighten staff
qualifications both in terms of
education, work experience of
prospective employees in the
recruitment process
3. Construction
a. Material not meeting specifications
is the main factor in delays in
construction work, this is due to
employee qualifications and
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employee limitations on the project
and results in the material being
rejected at onsite. Managerial
advice for this point is to increase
the number of quality control staff
on the project and tighten staff
qualifications both in terms of
education, work experience of
prospective employees in the
recruitment process. The
controlling role of Quality Control is
very important in this case where
double inspection must be carried
out before the material is sent and
when the material has arrived in the
field.
b. Work stopped due to design
changes is the 2nd (two) factor in
delays in construction work, caused
by site conditions that are different
from the planning design so that
the design cannot be applied
optimally in the field. Managerial
advice for this point is to carry out
intense coordination between the
project team and the division team,
take initiative steps by the project
team to make designs according to
the actual conditions of the field
with coordination between the
project team and the project
consultant to request design
approval and parallelly start work in
accordance with the actual design
with the approval of the project
consultant while waiting for the
actual design to be approved by the
center.
c. The delay in making project
manager decisions is the 3rd (three)
factor in delays in construction
work, this is caused by differences
of opinion between contractors and
consultants and results in delayed
licensing regulations so that work is
stopped. Managerial advice for this
point is to conduct coordination
meetings to evaluate the work
thoroughly either on a weekly basis
or at any time if needed.
d. Differences of opinion between
contractors and consultants are the
4th (four) factor in delays in
construction work, this is related to
the previous point (3.c) where the
role of the project manager is very
important in terms of coordinating
thoroughly.
e. The poor quality of construction is
the 5th (five) factor in delays in
construction work, this is related to
the previous point (3.c) where the
role of the project manager is very
important in terms of coordinating
thoroughly.
CONCLUSIONS
Based on the data, analysis, and
discussion of the research conducted, it
was concluded that: 1) The identification of
delay factors in this study resulted in three
factors, namely Engineering, Procurement
and Construction where in each. 2) Based
on the results of the Mean Ranking Test of
each item on each variable, it was decided
to take five indicators for each delay factor
or each variable. The collection of the five
indicators is based on the greatest mean
value of each delay factor or variable to
become a dynamic system modeling.
Modeling for this dynamic system will use
the help of Ventana Simulation (Vensim)
1202 | Delay Factor Analysis and Dynamic System Modeling on The Liquid Petreleum Gas
Tank EPC Project In Kupang
Software, the goal is to make the delivery
of information easier and more effective.
The following are the items or indicators of
each delay factor that will be the input for
dynamic system modeling. 3) Based on the
results of the analysis, Managerial Advice
was obtained in this study which has been
listed in the discussion chapter.
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for possible open access
publication
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Commons Attribution (CC BY SA) license
(https://creativecommons.org/licenses/by-sa/4.0/).
