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"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"

"[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., 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.]"

"Pada skripsi ini dibuat suatu perencanaan jadwal proyek pembuatan prototipe kapal katamaran untuk sungai lahan gambut Kalimantan. Perencanaan dibuat berdasarkan desain tim khusus, dan data aktual dan pengalaman PIX dalam memproduksi kapal sejenis. Perencanaan ini menggunakan metode anafisa jaringan keda yaitu CPM, yang dikedakan dengan bantuan sokware Ms. Project. Perencanaan difokuskan pada perencanaan jadwal kegiatan dan pengalokasn tenaga keqia pada tahap operasi, sedangkan perkiraan biaya dikerjakan secara garis besarnya saja.Jadwal yang tefah dibuat masih dapat ditingkatkan terus sesuai pengenalan yang makin dafam terhadap proyek dan kondisi yang dihadapi di lapangan. Hasil perencanaan ini dapat dyadfkan sebagaf dasar perhitungan biaya yang lebih dnci, panduan saat fahap pelaksanaan dan tolok ukur keberhasilannya serta sebagai bahan pertimbangan dalam pengambilan keputusan sehubungan dengan proyek tersebut."

"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."

"Mengidentifikasi faktor masalah kinerja waktu keterlambatan merupakan bagian dari pengendalian proyek di mana hal tersebut merupakan langkah awal dari perjalanan proyek untuk menunjang kesuksesan proyek itu sendiri. Hal itu dapat dimengerti karena tingkat mengidentifikasi faktor keterlambatan proyek akan dapat mempermudah dalam pengontrolan proses atau kegiatan proyek yang beragam, termasuk dalam urutan kegiatannya. Tujuan dari penelitian ini adalah mengidentifikasi dan menganalisis variabelvariabel faktor dominan penyebab keterlambatan yang mempengaruhi kinerja suatu pelaksanaan konstruksi pada proyek pembangunan Panti Asuhan Orphanage Home - Babakan Madang. Dalam mengidentifikasikan faktor-faktor penyebab keterlambatan proyek dilakukan pengumpulan data yang dilaksanakan dalam bentuk survei melalui penyebaran kuesioner. Data kemudian dianalisa dengan metode analisa AHP (Analytical Hierarchy Process ). Dari hasil analisa data diperoleh faktor dominan penyebab keterlambatan pelaksanaan Proyek Gedung Orphanage Home adalah adanya perubahan desain selama konstruksi, sering terjadinya perubahan pekerjaan (rework), adanya peningkatan scope pekerjaan, biaya pelaksanaan konstruksi yang melebihi anggaran, dan keterbatasan anggaran untuk pembelian material/equipment. Terhadap permasalahan tersebut, dapat dilakukan tindakan antisipasi secara manajerial yaitu dengan pematangan desain dengan persamaan persepsi antara owner perencana, dan pelaksana, pemberian informasi kepada owner tentang baik buruknya dari bermacam-macam model desain sebelum dilaksanakan dan meningkatkan pengendalian biaya, terutama di quantity & biaya.

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Identifying the delays of time factor is a part of the project control, which is the early step of project's process to succeed the project its self. It is understood because the identification level for the delays factor would much help in process controlling or in many variety projects, including in each activities order.

The objectives of this research are to identify and analyse the causal dominant factors of the orphanage home building project delays variables in Babakan Madang that influence the work performance of its construction. In order to identify of the project delays factors, data collecting is needed by surveying with questionnaires. Then the collected data would be analyzed using AHP (Analytical Hierarchy Process) method.

At the end of the final analysis report, we have found the causal dominant factors of the orphanage home project implementation delays, there are; the change of design during construction work, rework of the project, the increase of job scope, the over budget of construction implementation, and the limitation budget for equipment purchase. Contending the problem, there are managerial ways to anticipate, such as by comparing perception between the owners, planners and managers in way to maturing design, by giving information to the owners about the advantages and weaknesses of many design models before the project executed, and also by increasing expense control, especially for the quantity and expense budget."