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"Produktifitas suatu proyek sedikit banyaknya dipengaruhi oleh faktor sumber daya manusia. Pada beberapa penelitian terakhir, banyak ditemukan bahwa tindakan kolektif dari mereka yang terlibat dalam proyek amat sangat menentukan keberhasilan ataupun kegagalan dari sebuah proyek. Project teams adalah suatu kumpulan manusia yang spesifik karena terbentuk secara temporer untuk kurun waktu tertentu. Karena spesifik tersebut , tentunya menuntut adanya kerjasama antara individu yang terlibat untuk mendapatkan produktifitas yang meningkat. Jelasnya efektifitas dari tim proyek menentukan kesuksesan proyek. Dengan demikian kesuksesan proyek yang dalam tulisan ini diukur Bari sudut pandang kesuksesan dari project teams, melihat pada upaya dari project teams untuk mencapai hal tersebut. Dalam studi kasus mi dicari faktor-faktor project teams effectiveness yang paling banyak mempengaruhi effektifitas tim proyek. Ada 10 faktor yang berkaitan dengan project teams effectiveness yaitu project strategy, communication, personal commitment, interpersonal relationship, project management skills, team management skills, sponsorship, group meetings, conflict management serta distributive collaborative technology. Dari hasil penelitian didapat bahwa project management skills, project strategy, personal commitment serta conflict management merupakan faktor-faktor signifikan yang berpengaruh terhadap project teams effectiveness baik dari besarnya pengaruh, banyaknya korelasi dengan faktor lain serta kuatnya faktor ini berkorelasi dengan faktor lain. Pengaruh efektifitas ini dapat meningkatkan kesuksesan proyek yang dalam hal ini melihat dari performance waktu yang dihasilkan. Diharapkan dari penelitian ini memberikan kontribusi terhadap pengambilan keputusan yang menyangkut sumberdaya manusia dan pengembangan sumberdaya manusia.

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Collective action has received a lot of attention and success may depend on the nature of collective task. The workplace today is different from the workplace yesterday. From the last results researches, there are found that success of the project due to their project teams effectiveness. Project teams are usually project specific. Projects rely on teamwork. They exist only temporarily to perform an assignment that is typically non routine. That's why attitude, goal and teamwork can make a significant difference in the success of project. Issue regarding project teams includes how effective they are in workplace affects the project success. Literature review about team effectiveness identified the following key factors consideration: project strategy, communication, personal commitment, interpersonal relationship, project management skills, team management skills, sponsorship, group meetings, conflict management skills and collaborative technology. If these key factors facilitate activities of project teams, these factors will affect project success. From the result of the research, it was found that the relative importance of these facilitating factors came from management skills, project strategy, personal commitment and conflict management. These factors are relative significant in making project success from the success of time indicators. Hopefully from this research, will give an input to the organization for measuring performance of human resources especially for project teams."

"In Order to increase the quality of project implementation much research will need to be carried out in Indonesia and abroad. In 1982 The Business Roundtable's team in the US found that opportunities to reduce project costs and schedules by using existing and new construction technology are lost because construction too often is relegated to operate as a production function separated from financial planning, scheduling, and engineering or architectural design. The Construction Industry Institute's (CII) Task Force defines this term as Constructability, which is the optimum integration of construction knowledge and experience in planning, engineering, procurement, and field operations to achieve overall project objectives. As the customer, the owner gets what he insist on. As the leader of the project team, the owners play a vital role in using constructability to meet project objectives. Specific project documenting the constructability effort have shown that owners accrued an average reduction in total project cost of 4.3% and in project schedule of 7.5%_ These savings represented a 10-to-1 return on the owner's investment in constructability. Although significant saving can result, the opportunities available are often overlooked by owners. This research was conducted to study the role of project owners for implementing constructability improvement during conceptual planning phase which leads to an improve project time performance of construction project in Jabotabek Area. A questionnaire survey was used as the method for collecting data. Statistical analysis was performed to analyze the data and to develop a regression model between the role of project owners for constructability improvement during conceptual planning phase and the performance of construction project's schedule. The result of this study shows a positive linier correlation between the project owner's role for constructability improvement during conceptual planning phase and the project time performance. The main variables are assuring that key individual assigned to the project team each have appropriate experience with the project and clearly state the priority of the project objectives."

"Di dalam proses penyelenggaraan konstruksi, tahapan tender atau proses pelelangan merupakan salah satu bagian kunci yang tidak kalah pentingnya dengan kegiatan lainnya. Hal ini dikarenakan kesuksesan pada tahapan ini merupakan kegiatan awal dari penyelenggaraan konstruksi tidak akan pernah dimulai. Pada saat ini, penyelenggaraan lelang diatur pada Keppres 80/2003 dimana Proyek Pemerintah lebih mengacu pada usaha untuk mencari Harga Penawar Terendah (Terendah Responsif). Dan khusus untuk pengadaan jasa konstruksi pada proyek pemerintah, penyelengaraan lelang diatur pula dalam Kepmen Kimpraswil Nomor 257 Tahun 2004 Tentang Standar dan Pedoman Pengadaan Jasa Konstruksi dan Kepmen Kimpraswil Nomor 339 Tahun 2003. Penelitian ini berusaha untuk mengetahui faktor-faktor apa saja yang mempengaruhi penentuan pemenang lelang jasa konstruksi pada proyek pemerintah di Kota Depok, dengan mengumpulkan responden dalam bentuk kuisioner dan wawancara terhadap kontraktor yang pernah mengikuti proses pengadaan jasa konstruksi di lingkungan pemerintah, terutama di bagian Dinas Pekerjaan Umum Kota Depok. Data hasil kuisioner ini akan di analisa dengan menggunakan metode SPSS 13. Dari hasil analisa ini di dapat faktor ? faktor dominan yang mempengaruhi penentuan pemenang lelang jasa konstruksi yaitu pengalaman kontraktor, hubungan baik dengan pemilik proyek dan referensi bank.

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In implementation of construction process, tender phase as a part which is not least important with another activity. It?s because, the success of this phase is the first activity of the construction implementation.

Today, tender implementation is arranged by Keppres 80/2003 which the government project is refer to find the lowwest price bidders. And especially for the procurement of construction service on government project, tender implementation is arranged by Kepmen Kimpraswil No. 257/2004, about the standard and guideline for the procurement of construction service, and Kepmen Kimpraswil N0. 339/2003.

This research is trying to find the factors which influence Decision the winner of construction service tender on government project especially in Kota Depok, by collecting Quisionare from respondens and by interviewing the contractors which have been following the procurement process of construction service on government project, especially in Dinas Pekerjaan Umum Kota Depok. The result of this quisionares will be analized with SPSS 13.

From the result, we have the dominant factors which influence decision the winner of construction service tender. The factors are contractor experiences, good relationship with the owner and the bank reference."

"Dalam keterlibatan kompleks proyek konstruksi, kemampuan berkomunikasi diperlukan untuk berinteraksi karena apabila terdapat kesalahan, akan menyebabkan penyimpangan biaya, waktu, mutu. Pemahaman manajer proyek dalam manajemen komunikasi menjadi penting karena kekuatan manajer proyek dalam menyampaikan informasi kepada tim sangat berpengaruh. Tujuan penelitian ini adalah mencari faktor-faktor komunikasi dari pemahaman manajer proyek, aplikasinya, dan pengaruhnya terhadap mutu. Analisis yang dilakukan adalah mendata beberapa proyek di Jakarta dari PT. X dengan analisis statistic validitas dan reabilitas, non-parametrik, deskriptif, serta korelasi dan regresi. Dengan hasil ini dapat diketahui faktor-faktor komunikasi yang buruk yang mengakibatkan penurunan kinerja mutu dari implementasi manajer proyek.

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In the complexity of construction project, ability of communicating is needed to decreases bad effects in cost, time, and quality. Comprehension of a project manager in project communication management being important because the power of project manager in informing is strongly influencing. The analysis for this research is taking data on projects in Jakarta from PT. X. Processing data is done by statistic analysis which is validity and realibility, non parametric, descriptive, correlation and regression analysis. With this product, will be found the communication factors that decreasing the quality performance from management communication project knowledge implementation of a project manager."

"Pada tahap pelaksanaan konstruksi, perlu dilaksanakan pengendalian sehingga biaya aktual penyelesaian proyek tidak menyimpang dari rencana. Jika dalam pelaksanaan terjadi penyimpangan (cost variance) yang berakibat terjadi kelebihan biaya dari anggaran (cost overrun), perlu dilakukan identifikasi sumber penyebab penyimpangan tersebut. Salah satu variabel biaya proyek yang dapat dikendalikan adalah biaya peralatan. Kontribusi biaya peralatan mencapai 3-6% dari total biaya proyek konstruksi gedung bertingkat, jika terjadi penyimpangan akan berdampak menurunnya kinerja biaya proyek dengan menyumbangkan angka yang signifikan. Dalam proses pengendalian biaya, sumber penyebab penyimpangan ini dilakukan penelusuran untuk dilakukan tindakan koreksi yang diperlukan sehingga dapat memperbaiki kinerja biaya proyek. Dari penelitian ini dihasilkan 27 model tunggal tindakan koreksi dan 16 model berganda dari 31 kombinasi yang berasal dari 5 model tunggal terbaik yang signifikan dan diharapkan akan memperbaiki dan meningkatkan kinerja biaya proyek. Model tindakan koreksi yang paling berpengaruh adalah tindakan koreksi pada kelompok E. Pemeliharaan yaitu EI (harus memiliki manual operasi alat) dengan tingkat pengaruh 64,4% dan probabilitas keberhasilan 67,3% dan peningkatan tindakan koreksi yang dibutuhkan untuk mengembalikan kinerja kembali normal (kinerja realisasi sama dengan kinerja rencana) sebesar 5,57%.

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To avoid cost variance of a project, it requires project control during the construction period. If a cost variance occurs which resulted in cost overruns, there is a need to indentify the cause of variance. One of the project variables that need to be controlled is equipment cost Equipment cost contributes about 3-6% of the total project cost in highrise building construction, Variance in equipment cost during cost can reduce project cost performance significantly. In the the cost control process, it is important to identify the causes of the variance in order to apply the most optimum corrective actions that can improve project This research has indentified 27 single regression models and 16 multiple regression models form 31 combinations based on the best 5 single models which significantly can improve project cost performance. The model that gives the highest impact are the corrective action in the maintenance category (E), which is the necessary to have equipment operation manual (El) which contribute 64,4% and probability of success of 67,3%, and corrective action required to rectify the performance to the normal level."

"Kinerja biaya suatu proyek dapat diukur dengan beberapa metode.Salah satunya, yaitu dengan menghitung varian biaya (cost variance), yaitu selisih antara biaya estimasi dan biaya aktual. Apabila varian biaya = 0, maka kinerja biaya proyek dianggap sesuai budget. Akan tetapi, apabila varian biaya bernilai negatif, maka proyek dianggap mengalami pembengkakan biaya (cost overrun). Cost overrun adalah permasalahan kronik yang hampir terjadi di setiap proyek. Pada proyek di industri otomotif, cost overrun ini sering terjaditerutama ketika perusahaan menangani proyek produk baru (new product project). Penelitian ini mengambil contoh kasus cost overrun di PT. X pada 2 (dua) proyek perakitan mobil tipe SUV dan sedan, di mana pada kedua proyek tersebut terjadi pembengkakan biaya sebesar 184% (untuk proyek mobil sedan) dan 55.9% (untuk proyek mobil SUV). Pelaksanaan kedua proyek ini dilakukan secara partnering dengan sebuah perusahaan otomotif dari Jerman, yaitu Auto AG. Penelitian ini bertujuan untuk menganalisis faktor-faktor risiko penyebab cost overrun di PT. X pada saat perusahaan ini menjalankan proyek produk baru-nya secara partnering dengan Auto AG dan melihat bagaimana pengaruhnya terha-dap kinerja biaya proyek secara keseluruhan. Metode yang digunakan adalah metode kualitatif dengan studi literatur terlebih dahulu, di mana hasil literatur tersebut laludivalidasi oleh pakar dan beberapa responden melalui kuesioner. Analisis data yang digunakan pada penelitian ini, meliputi uji validitas dan reli-abilitas, uji kecukupan data dengan metode KMO, dan analisis risiko. Hasil akhir-nya adalah faktor adanya perencanaan anggaran yang tidak tepat dan adanya peru-bahan yang terjadi di saat start-up tapi tidak terdokumentasi dengan baik menjadi dua faktor risiko tertinggi yang menyebabkan cost overrun pada new product project di PT. X.

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Project cost performance can be measured within several methodes. One of them is by calculating the difference between the estimated cost and the actual cost or known as cost variance. If the cost variance = 0, the project cost performance is perfectly on-budget. But if the cost variance has negative value, the project is indicated of incurring cost overrun. Cost overrun is a chronic problem that happens in almost every project. In automotive industry, cost overrun happens several times when the company is having new product project.

This research takes sample from two cost overrun cases in PT. X when the company started assembling two kinds of new vehicle : SUV and passanger car. During their operation, the company had faced up cost overruns of more than 184% (for passenger car project) dan 55.9% (for SUV project). PT. X is running all of their new product projects in partnering with Auto AG, an automotive company from Germany. In this study, the risk factors causing cost overruns in new product project in PT. X, which was completed in partnering with Auto AG in Germany, will be further analyzed to find outwhichfactors that affect the overall project cost performance. This research uses qualitative method based on literature study.

The result from literature study is validatedby experts and some respondents by using questionnaire. The data collected from questionnaire is analyzed usingvalidity and reliability test, data adequacy testwith KMO method, and risk analysis. As the result, there are twodominant factors causing cost overrun in new product project in PT. X. Those two factors are the inappropriate usage of budget and changes during start up which are not well-documented."

"The Impact of Designer's Role in Involving Construction Personnel During the Design Phase on the Performance of Construction Project Schedule in IndonesiaThe study by The Business Roundtable's team in the US found that opportunities to reduce project costs and schedules by using existing and new construction technology are lost because construction too often is relegated to operate as a production function separated from financial planning, scheduling, and engineering or architectural design. Significant savings in both the costs and time required to complete the project can be accrued from careful interaction of planning, design, and engineering with construction into the creation of projects. The Construction Industry Institute's (CII) Task Force defines this term as Constructability, which is the optimum integration of construction knowledge and experience in planning, engineering, procurement, and field operations to achieve overall project objectives. By ignoring constructability in design, designer may be saddling the builder with possible construction problems that could lead to delays, inefficient use of resources, out of sequence work and others. This can be particularly troublesome which may have a devastating effect on project schedule and budget. Designer has an important role in building a receptive interface with construction personnel during the design phase. By communicating the design intent to the construction personnel, designer can gain the information he/she needs to improve the constructability of the project. This thesis study the role of designer in involving construction personnel during the design phase to improve the constructability of the project which leads to an improvement project time performance of construction project in Indonesia. A questionnaire survey was distributed to projects designers in Jakarta area. The data obtained was analyzed quantitatively to find the correlations and to make a regression between the role of designer in involving construction personnel during the design phase and the performance of construction project's schedule. The result of this research shows a positive, nonlinear correlation between the interface of designer with construction personnel during the design phase and schedule performance of the project. The main variables are: communicating the design intent to construction and the involving construction personnel from the construction contractor."

"Untuk meningkatkan kepercayaan konsumen dan memperoleh keuntungan yang lebih baik, sebuah perusahaan kontraktor harus menjaga kualitas dari pekerjaannya. Salah satunya dengan menjaga ketepatan dalam waktu penyelesaian sebuah proyek. Ketepatan waktu penyelesaian proyek dipengaruhi oleh banyak faktor salah satunya adalah dalam proses pengadaan material untuk konstruksi. Penelitian bertujuan untuk mengetahui faktor-faktor risiko dalam aspek manajemen pengadaan material, tindakan yang diberikan terhadap faktor-faktor tersebut dan tingkat pengaruh faktor-faktor tersebut terhadap kinerja waktu proyek. Metode pengumpulan data dilakukan dengan cara wawancara dan kuesioner. Wawancara dilakukan terhadap pakar dan kuesioner dilakukan terhadap proyek manajer. Analisa data dilakukan dengan menggunakan statistik deskriptif dan uji Mann-Whitney. Hasil Analisa data menunjukkan bahwa variabel yang dominan dalah pada proses perencanaan pengadaan material dan proses pelaksanaan pengadaan material, dan tingkat pengaruh yang tinggi adalah proses pelaksanaan manajemen pengadaan material.

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To improve the consument's trust and to gain more profit, a construction company must maintain the quality of works and finish the works by the time. Many factors is influence the punctuation of the construction project, one of that factors is the procurement for construction. The Primary goals of this final assignment is knowing the risk factors in procurement management aspect, the treatment to the factors, and the influence level of the factors. The methods that used in this final assignment is an interview and a questionaire. An interview was occured to the expert and a questionaire was occured to the project manager. A descriptive statiscs and Mmann-Whitney test was occured to data's analysis process. The Analytical data resulsts shows material procurement management plan process and material procurement management executing process are dominant. And procurement management executing process has an huge influence level."

"Manajemen Proyek adalah penerapan dari pengetahuan, keahlian, alat dan teknik bagi aktifitas proyek untuk memenuhi persyaratan proyek. Manajemen Proyek dicapai melalui penerapan dan integrasi dari proses manajemen proyek yang terdiri dari inisiasi, perencanaan, pelaksanaan, pengawasan dan pengendalian, dan penutupan. Masalah-masalah yang dapat dideskripsikan pada penelitian ini adalah mengacu pada PMBOK (Project Management Body of Knowledge) 2004, perencanaan di perusahaan konsultansi konstruksi tidak dilakukan dengan semestinya dan adanya proyek-proyek pada PT. X yang mempunyai kinerja waktu yang buruk karena pelaksanaan proyek yang di luar perencanaan. Dari masalah diatas dapat disusun pertanyaan penelitian pada penelitian ini, yaitu bagaimana pengaruh proses perencanaan proyek yang mengacu pada PMBOK 2004 pada pekerjaan jasa konsultansi konstruksi terhadap kinerja waktu? Untuk memecahkan masalah, diadakan survei dengan menggunakan kuisioner, dan hasilnya akan diolah dengan analisa statistik deskriptif dan korelasi dengan menggunakan program SPSS. Hasil akhir yang didapatkan dari penelitian ini adalah proses perencanaan proyek pada pekerjaan jasa konsultansi konstruksi mempunyai pengaruh yang positif terhadap kinerja waktu.

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Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. Problem that can be described on this research are point on PMBOK ( Project Management Body of Knowledge) 2004, planning process at construction consultant company is not done properly and marks the existance projects on PT. X that have poor time performance because of poor project execution.

Of problems upon can be arranged a research question on this research, which is how is project planning influence based on PMBOK 2004 on construction consulting services to time performance? To solve problem, arranged by survey by the use of questionnaire, and it?s result will be analyze with descriptive statistical analysis and correlation by the use of SPSS program. The result that is gotten from this research is project planning process on construction consultant company has positive influence to time performance."