Hasil Pencarian  ::  Simpan CSV :: Kembali

"This study is motivated by the change projects sustainability problem based on the study of PKP2A II LAN (2016) study team, identified after Level IV and Level III Leadership Training (Diklatpim). After the training, there are still some milestones or goals of the projects that have not been achieved. Medium-term and long-term goals have not been assessed because the new Diklatpim only review the general implementation of change projects during the training session. The change projects produced in the process of Diklatpim to achieve short-term goals may have a prospect to be expanded, enabling it to maintain its sustainability and to provide benefits for the region especially in the provision of public services. The current conditions rely solely on the alumni of Diklatpim and their mentors, which makes it somewhat difficult to maintain the sustainability of the change projects effectively. This study aims to provide an alternative policy solution for regional governments to improve the sustainability and increase the scale of the Diklatpims change projects. Using literature study methods and qualitative approach, a collaborative model of innovation actors in the regional government for the development of innovation projects is developed. The collaborative model resulting from this study is called the WPPPA Model. This model is a collaboration model between Widyaiswara, Researcher, Planner and Diklatpim Alumni. The successful collaboration process undertaken by key innovation actors will be useful to maintain the sustainability of change projects on a broader scale and increasing the outcome of regional innovation sourced from the change projects."

"Proyek EPC Engineering, Procurement, and Construction memiliki tantangan yang sangat tinggi, mulai dari saling ketergantungan antar aktifitas yang ada, fase overlaps antar masing-masing aktifitas tersebut, pemecahan aktifitas menjadi aktifitas-aktifitas pekerjaan yang lebih detail, kompleksitas struktur organisasi, dan ketidakpastian dalam akurasi prediksi yang timbul selama masa pelaksanaan. Permasalahan utama yang sering dihadapi khususnya pada Proyek EPC Pipeline adalah terjadinya cost overrun dalam proses engineering, procurement dan construction. Perubahan selalu terjadi dengan persentase berkisar antara 5 - 10 dari kontrak. Keterlibatan pihak eksternal dan internal dapat memunculkan risiko baru terhadap pihak kontraktor terutama di fase pengendalian. Oleh karena itu, diperlukan analisis risiko berbasis PMBOK 2017 yang menemukan bahwa kesalahan dalam perbedaan persepsi desain DED dengan basis desain FEED dan tidak adanya struktur organisasi change order yang merupakan risiko dominannya. Selanjutnya dilakukan evaluasi dan diketahui bahwa mitigasi risiko merupakan respon preventif yang tepat. Sementara, tindakan korektif yang tepat adalah melakukan konsinyering pada fase engineering dimulai, mediasi dengan third party institution dan membuat struktur organisasi dalam prosedur change order. Sayangnya respon risiko tersebut masih belum berjalan secara optimal bahkan terdapat respon yang tidak diterapkan, maka dari itu diperlukan beberapa langkah untuk perbaikan.......EPC Engineering, Procurement, and Construction projects have very high challenges, starting from interdependence between existing activities, overlapping phases between each activity, breaking activities into more detailed work activities, organizational structure complexity, and uncertainty in predictive accuracy arising during the execution period. The main problems that are often faced, especially in the EPC Pipeline Project is the cost overrun in the engineering, procurement and construction process. Changes always occur with percentages ranging from 5 10 of the contract. The involvement of external and internal parties can lead to new risks to the contractor, especially in the control phase. Therefore, it is necessary to simulate a risk model based on PMBOK 2017 which finds that difference of design perception of DED with design basis FEED and the absence of change order organizational structure are the dominant risk. Further evaluations are made and it is known that risk mitigation is an appropriate preventive response. Meanwhile, appropriate corrective action is to do consignment in the engineering phase begins, mediation with the third party institution and the making of an changes organizational structure in the change order procedure. Unfortunately, the risk response is still not running optimally and even there is a response that is not applied, therefore some steps needed to improve."