Proposed Project Management Development for AMA Group

: The research aims to improve AMA Group's project management to address project delays and identify the root causes. It uses PMBOK as a problem-solving approach, utilizing expert judgment and historical data to identify root causes and assess project management aspects. The root cause of project delays is related to project scope, schedule


INTRODUCTION
Indonesia's construction industry experienced a 4.83 percent annual growth in 2021, driven by the administration's infrastructure push. GDP from construction in Indonesia increased to IDR 292,776.20 billion in the fourth quarter of 2022, from IDR 279,993.90 billion in the third quarter. The Indonesian Chamber of Commerce and Industry (Kadin) predicts a promising infrastructure construction industry in the coming year, contributing significantly to the domestic economy. The state plans to increase infrastructure allocation by 7.75% from IDR 363.8 trillion to IDR 392 trillion in 2023. Issues such as equipment management, unreliable subcontractors, skilled employees, communication, changing regulations, and scheduling are common in the construction industry. Scheduling is crucial for project management, as it provides structure and organization to the timeline and resources, enabling timely completion of responsibilities, effective management of dependencies, and efficient resource allocation. Project management is crucial for ensuring clear direction and purpose in construction work, as ambiguity can hinder project success.
Rolling and bending techniques are used in the construction and machining industries to shape iron and steel pipes, which are used in residential buildings, factories, warehouses, and machinery. AMA Group offers pipe bending, rolling, and fabrication services for construction companies, ensuring they create components that meet their specific requirements. A checklist is a crucial tool in project management, ensuring important tasks and considerations are not overlooked during planning, execution, monitoring, and closing phases. The PMBOK outlines key knowledge areas, processes, and inputs/outputs for effective project management.

PROJECT SCOPE MANAGEMENT ANALYSIS
The AMA Group's Plan Scope Management lacks clarity and documentation, leading to inaccurate estimation and planning, increased uncertainty, and inefficient project management. This lack of competence in the scope area has resulted in confusion, misalignment, and missed deadlines. The absence of a structured approach and standardized workflow further exacerbates scope-related issues. The lack of a system project management approach hinders effective planning, organization, and monitoring, resulting in a lack of control over the scope. The project manager must adapt to the new process of subdividing project deliverables into manageable components (WBS) and conducting scope validation and control phases on-site.

PROJECT SCHEDULE MANAGEMENT ANALYSIS
The AMA Group's lack of a plan schedule management process and documented relationships between project activities presents significant challenges to their project management approach. This lack of clarity in activity sequence and dependencies leads to confusion, potential delays, and miscommunication among team members. Additionally, relying on a historical approach for estimating project time periods can result in inefficient resource allocation, as historical estimates may not account for specific project circumstances or lessons learned from previous projects.
Another challenge is the difficulty in setting realistic deadlines and managing expectations. Without a documented schedule, tracking progress and identifying potential bottlenecks or deviations from the plan are difficult. Poor planning and poor prioritization of tasks contribute to confusion, conflicting priorities, and a lack of coordination among team members.
To address these challenges, the proposed solution is the critical path method (CPM). This project management technique identifies the longest sequence of dependent activities, determining the project's overall duration. By implementing the CPM, the AMA Group can gain a comprehensive understanding of the sequence of activities and their dependencies, enabling more accurate scheduling and resource allocation. This approach enhances the group's competence in managing schedules, improves coordination among team members, and increases the likelihood of successful project completion within the designated timeframe.

PROJECT RESOURCE MANAGEMENT ANALYSIS
The AMA Group has a positive project management approach, including a good supply of raw materials and equipment, welldocumented records, and a well-established system for labour management. However, they struggle with accurately calculating the number of workers needed for each activity, leading to delays, inefficiencies, and compromised project outcomes. Additionally, the absence of a Work Breakdown Structure (WBS) complicates the monitoring and control process, making it difficult to track and manage labour effectively.
The lack of a system project management approach and inaccurate labour calculations due to labour shortages significantly impact the company's resource management. To address these challenges, the proposed solution is the creation of a critical path method (CPM), which identifies the longest sequence of dependent activities and determines the project's overall duration. This approach provides better visibility into the sequence of activities, their dependencies, and associated resource requirements, ultimately improving project performance.

BUSINESS SOLUTION PROJECT SCOPE
Project scope management is the process of defining, controlling, and managing a project's boundaries and deliverables. It aims to ensure that the project is executed within the defined scope, meets stakeholder expectations, and produces desired results. The WBS is a systematic framework for breaking down the project scope into manageable tasks and subtasks, providing a comprehensive understanding of the project's objectives, deliverables, and boundaries. It serves as a roadmap for planning and executing the project, enabling effective resource management, tasks, and timelines. The WBS helps the AMA Group maintain focus on internal processes within sales, marketing, and customer support departments, while avoiding major infrastructure changes or new product development.
The WBS also facilitates communication and collaboration among team members, stakeholders, and external partners, ensuring a shared understanding of project objectives and deliverables.

PROJECT SCHEDULE
Project management is crucial for creating, analysing, and controlling a project schedule. It involves creating an activity schedule, identifying task dependencies, estimating durations, and allocating resources to ensure project completion within the desired timeframe. The CPM method, with a 3.76 out of 4 rating, helps determine which operations are included in the critical path and which are not. The critical path is a series of work items that are critical to the project's completion. To determine the critical path, early start, early finish, late start, late finish values must be determined, along with slack, which is the time an activity can be postponed without disrupting other projects' schedules.

AMA METAL FURNITURE
The following are the immediate, predecessor and project completion time as well as the critical path of metal furniture work which will be explained in the following sections:   A critical path task is a crucial activity within a project that must be completed in a specific order within a defined timeframe to ensure project completion on schedule. These tasks have zero slack, meaning any delay in their completion directly impacts the project timeline. Delays in these tasks cause delays in subsequent tasks and ultimately, the project completion date.

AMA AUTOMOTIVE
The following are immediate, predecessor and project execution time as well as the critical path of automotive work which will be explained in the following sections:  To determine the critical path, determine project early start, early finish, late start, late finish values, and calculate slack value. The method, following Project Management Institute provisions, is used for metal furniture work. The critical path method is from activity A, B, C1, C2, D, E, F, G, H.  Automotive work requires critical path processing tasks to be completed in specific order and within a defined timeframe to ensure project completion on schedule.

AMA BENDING
The following are the immediate, predecessor and project execution time as well as the critical path of the bending work which will be explained in the following sections:  To determine the critical path, determine project early start, early finish, late start, late finish values, and calculate slack value. The method, following Project Management Institute provisions, is used for metal furniture work. The critical path method is from activity A, B, C, D.  Bending work involves completing tasks on a critical path, ensuring they are completed in specific order and within a defined timeframe to complete the project on schedule.

PROJECT SCOPE
Resource allocation in project management involves scheduling activities and determining necessary resources based on availability, duration, and strategic objectives. It assigns fixed resources to all available activities, identifying the quickest critical path based on available resources. Project resources include assets, tools, materials, and personnel needed for successful completion. Workers at AMA play a vital role in executing tasks, providing necessary support and ensuring proper division of labor. Resource identification can be done using Ms. Project, identifying overallocated workers in the metal furniture project. Resource leveling is a technique that optimizes resource allocation and utilization to prevent uneven distribution and overallocated projects. It helps mitigate delays by balancing workloads and availability, preventing bottlenecks, improving efficiency, and reducing delays caused by resource constraints. It should be applied in conjunction with other project management strategies to effectively manage and mitigate delays. Resource levelling helps identify and prevent resource imbalances over time, evaluating a trade-off between project completion time and efficient resource utilization.

Figure 13. Current state AMA Resource Allocated Data and Graphic
A shortage of workers occurred on the first day, with 2 workers with normal working hours. This could lead to decreased work quality, increased costs, and schedule delays. Resource leveling was carried out, with results shown in tables and graphs. The AMA's resource leveling has addressed overallocated resources, but a new problem arises: project completion delays. This is in line with the trade-off theory in resource project management, which emphasizes time-limited completion and resource-limited completion. The AMA must pay a price to shorten work time or add time for completion. The table compares additional costs incurred with available time. The lack of resources in metal furniture production can significantly impact the AMA Group's project. Resource leveling, which aims to balance resource allocation across different tasks, may contribute to this shortage. To address this issue, the author engaged in an inquiry with the AMA Group and identified two possible scenarios: adding more resources or not adding more resources. The choice between adding more resources depends on the project's specific circumstances, such as the urgency of the deadline and the available time for completion. In the automotive and bending projects, all tasks are on the critical path, and delays in one task directly affect the duration of the entire project. It is crucial to closely monitor tasks on the critical path and keep them running on schedule.
Highly competent employees demonstrate a better understanding of task requirements, possess the necessary skills to perform efficiently, and effectively manage their time, resulting in improved adherence to project schedules and increased project success rates. To enhance project performance and prioritize the development and management of team members, various strategies were proposed. These include providing comprehensive training programs, professional development opportunities, clear communication of roles and responsibilities, establishing effective communication channels, organizing team-building activities, implementing a robust performance management system, establishing mentorship and coaching programs, encouraging empowerment and autonomy among team members, and promoting a culture of continuous improvement.
In conclusion, enhancing the competence of the workforce within the AMA Group can effectively address issues related to lack of competence in manual design, poor planning, and inaccurate calculation of the number of workers. By investing in training and skill development, the group can improve their overall project management capabilities, resulting in improved project outcomes, increased efficiency, and overall project success.

IMPLEMENTATION PLAN
To effectively manage a project, it is essential to define the solution in three main areas: project schedule management, project scope management, and project resource management. Firstly, define the solution for each management area and ensure it aligns with the company's goals and objectives. In project scope management, identify and break down specific activities into manageable tasks, Assess the availability and allocation of resources to ensure they align with the timeline and duration of the project Operation Manager