Scheduling Optimization of Swakelola Projects in The Irrigation Water Utilization Improvement Program (P3-TGAI)

—The Irrigation Water Utilization Improvement Program (P3-TGAI) is a program implemented by the Balai Besar Wilayah Sungai Brantas (BBWS) which aims to improve irrigation networks by building tertiary/small canals. Kediri, Trenggalek, Tulungagung, Blitar are one of the regional packages that received the program. In the implementation of P3-TGAI in the area, there were problems with the completion of the program. Monitoring and controlling program are needed to ensure the implementation timeliness. Critical Path Method (CPM) analysis is a method used to estimate the minimum duration of a project by connecting each activity and determine the duration of each activity. This method is carried out through the stages of collecting secondary and primary data to identify internal and external factors that affect the speed of the program. Project management analysis method is used to approach the monitoring and controlling program so that it is timely. The expected result from CPM analysis is to get an optimal program design schedule for the implementation of P3-TGAI.


I. INTRODUCTION
ROCUREMENT of goods / services The government has an important role in the implementation of national development to improve public services and develop the national and regional economies. According to Presidential Regulation, procurement of government goods / services can be carried out in 2 ways, namely through goods / service providers and through swakelola. Procurement of goods / services through swakelola is a way of obtaining goods / services which is done by the Ministry / Institution / Regional Apparatus / Community Group.
The Program for the Acceleration of Improving Irrigation Water Use (P3-TGAI) is an annual program implemented by the Balai Besar Wilayah Sungai (BBWS) Brantas which is self-managed by the Water User Farmer Association (P3A). This activity, which has been implemented since 2013, is aimed at improving irrigation networks by building tertiary / small channels. Besides, P3-TGAI also aims to increase community participation in channel development. So that this program is also useful for increasing employment in villages that receive assistance.
Constraints in construction projects are always found in every implementation, including in the implementation of P3-TGAI activities. The problem that often occurs is the delay in disbursing project funds because the administrative process for disbursement is often constrained. The program duration is planned according to the stated schedule, which is 5 months, however, in its implementation there is always a delay in the completion of the final report up to 8 to 9 months. This delay resulted in losses to the self-managed implementer as the beneficiary and also to the supervisor who only received a 5-month contract but had to work for 8 months. The government, represented by the Commitment Making Officer (PPK), is also a problem regarding the performance appraisal of these officials. So that reporting to the central level in this case to the Ministry of Public Works in the Water Resources Sector also cannot be on time according to the specified budget year. This problem occurred in the implementation of P3-TGAI in package 1 areas (Trenggalek Regency, Kediri City, Tulungagung Regency and Blitar Regency).
From the description of the problems that have been previously described, it is known that there is still no good management, especially regarding scheduling. According to Rosanti, N., Setiawan, E. and Ayuningtyas, . A. (2016) the use of the critical path method can provide information to prevent delays, information about tolerance for delays, and remind team members about activities whose due date / deadline is near [6]. Determination of the critical network is useful for determining where project activities should be accelerated [7]. In this study, the Critical Path Method (CPM) was used to obtain the optimal program schedule design for the implementation of P3-TGAI.

A. Project Time Management
In Project Management Institute, Inc (2013) Project time management includes the processes required to manage project completion in a timely manner. The time management process is divided into 7 stages, namely:

1) Plan Schedule Management
Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

2) Define Activities
Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

3) Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.

4) Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

5) Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.

6) Develop Schedule
Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

7) Control Schedule
Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

B. CPM Analysis
According to Project Management Institute, Inc (2013) CPM is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on a logical network path in a schedule model. This schedule analysis technique calculates the Early Start (ES), Early Finish (EF), Late Start (LS), and Late Finish (LF) dates and is entered into the activity node. Activity Node is an activity that must be done and requires a certain time [1].
The following is an understanding of the terms in the Activity Node: -Early Start (ES) = the earliest start time of an activity -Early Finish (EF) = the earliest time to finish an activity -Late Start (LS) = the last time the activity can be started -Late Finish (LF) = the last time the activity can be finished -Duration = time needed to complete activities -Total Float = time difference between LS and EF

C. Previous Research
Firmansyah, A. and Aryanny , E (2020) has conducted a study on the scheduling of a ship hull building project at PT XYZ using the CPM method. PT. XYZ is required to be able to carry out production on time and delays in the processing process can hinder production performance and increase working time. The research that has been done aims to schedule the building of ships, especially the hull. The first step is to collect from the company to get a job description that is needed in the manufacture of the hull. Then do forward and backward calculations to get a network diagram and the critical path of the job can be found. After that, the work acceleration calculation (Crash Program) is carried out for each activity on the critical path and the additional costs due to the acceleration are calculated. From the acceleration, the optimal time will be sought from the minimum total project cost. So the results obtained from the acceleration of 101 days to 80 days with a decrease in costs of 1.16% from the previous [2].
Nalhadi, A. and Suntana, N (2017) conducted a study on optimizing the work of a project carried out by a contractor company using the CPM method in their journal "Sukaci-Baros Village Infrastructure Analysis with the Critical Path Method (CPM)". The object of this research is the agropolitan area infrastructure development project (Rigit Payement) in Sukaci -Baros Village. The project experienced a delay of 19 days from the specified time, which was 126 days, so that it experienced cost overruns, because poor company management was the root of the problem. The required data collection is in the form of theoretical data collection and historical data. Theoretical data are in the form of theories on project management, EET (Earliest Event Time) calculation, LET (Latest Event Time) calculation, and delay (Float). The historical data required is variable data, namely quantitative data on the Gantt Chart, Network diagram and Schedule. The time emphasis that will be done is to accelerate the project duration with the alternative of additional working hours and additional employees to be taken whichever costs the least possible alternative. One of the ways to speed up the project duration is called crashing in foreign terms. For this reason, project optimization is carried out in 2 ways, namely the addition of overtime hours on Monday-Wednesday with a duration of 2 hours each and additional employees. From this method, two alternative crashes were obtained, namely an acceleration of the project duration. So the decision was made to use the addition of overtime hours because the costs incurred were less. The additional work time was able to save on project work from 126 days to 92 days with a profit compared to work on the original plan [4].
Priyanto, E., Ervadius, B. and Mochamad Anang, W (2019) conducted a study of the time and cost acceleration of a steam turbine fabrication project using the CPM method in their journal "Acceleration of Time and Costs for the Planning of Muara Tawar Block 2 Steam Turbine Building Fabrication Project with the CPM Method". The purpose of this study, among others, is to find out the work network or network, optimal time, and the cost of the Building Block 2 Steam Turbine Fabrication project.In this study the data required is data regarding activity time, project implementation schedule, project costs, and estimated needs data. project workforce. From this data, a Work Breakdown Structure (WBS) is obtained. The use of the WBS can help the process of controlling and scheduling a project, so that the WBS can be used to divide work elements, describe the project in a level structure format, cover all work to completion. After that, processing with CPM is by making a network diagram that presents activities, activity names, predecessors, workers and implementation time. Through the network diagram, it can be seen which work paths are included in the critical path. After it is known that the critical path in the project is accelerated and the impact of the cost of the acceleration itself or the cost slope is calculated. The result of the analysis carried out is that the initial project duration is 148 days according to the calculation using the CPM method [5].
Herianto, Mahdi, I. and Asif, M (2020) planned a project schedule by applying the PERT (Program Evaluation and Review Technique) and Crashing method in the BKPSDM BKPSDM DIKLAT Facility Building project, Ciamis district. The problem that often occurs in each project implementation is the delay in the completion of the project which ultimately causes an increase in expenditure costs that exceed the budgeted funds. The objectives of this research are, among others, to obtain the fastest completion time by considering the estimated time for completion of the project due to the uncertainty that occurs in the field, in order to obtain a percentage of the probability of completion of the project using the PERT analysis. As well as estimating how much it will cost if the project completion time is accelerated. Basically the calculation of the critical path in the PERT method is similar to other methods such as CPM or PDM, where the total project duration is calculated by adding up the duration of the work that is on the critical path, but in the PERT method there are three time estimates that need to be considered in determining the expected optimal duration. of every job [3].

III. METHODOLOGY
The object of this research is the P3-TGAI for the 2019 fiscal year carried out by BBWS Brantas. In its implementation, problems occur, especially related to time that is not according to plan.
Data collection is divided into 2, namely primary data and secondary data. Primary data was obtained from interviews, discussions and FGD (Forum Group Discussion) with related parties at P3-TGAI. Starting from community groups as implementers of self-government to BBWS as organizers of P3-TGAI. For secondary data obtained from the 2019 P3-TGAI Balai Management Consultant annual report in package 1 areas as well as implementation reports by the implementing group in the field.
From the data obtained, activity identification was carried out using 7 processes of project time management, namely: After analyzing the activities, the next stage is to calculate the Forward Pass and Backward Pass. This is to find out the critical trajectory of the series of activities at P3-TGAI. Then solution formulation is carried out by making alternative schedules based on a predetermined critical path.
From the alternative schedule made analysis and discussion to ensure that the schedule made is relevant to P3-TGAI. Draw conclusions on the analysis carried out on the optimization of the planned schedule. It is hoped that the schedule made can be applied to the P3-TGAI project in the following year.

IV. RESULT AND DISCUSSION
By collecting secondary data and tertiary data from interviews with parties related to P3-TGAI, several important points were obtained in the delay in implementing the P3-TGAI, namely:(1)The ministerial decree decree on the determination of the P3-TGAI location was late, so field supervisors could not yet go into the field; (2)Administrative requirements for villages that receive a P3-TGAI are still incomplete, especially regarding the legality of the P3A management and the account book in the name of the P3A; (3)The distance for the disbursement of Phase 1 funds was too long starting from the signing of the Cooperation Agreement (PKS) between PPK and the Chairperson of the