EVALUATION ON PLANNING AND CONTROLLING PINANG – PAGER GAS TRANSMISSION LINE REPLACEMENT PROJECT IN PT. CHEVRON PACIFIC INDONESIA

• Main Author: ZAINUDDIN (NIM : 29106380); Pembimbing: Ir. Rudy Bekti, MM , AHMAD
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/17853
• Institution: Institut Teknologi Bandung

The 8 inches Pinang – Pager gas transmission line replacement, in the segment between Kerang and Ubi field for about 4.8 kilometers length, is one of 2006‐2007 Business Plans of Sumatera Light‐oil North (SLN), PT Chevron Pacific Indonesia (CPI). It is defined as a project since it consisted of a complex, non‐routine and one‐time effort limited by time frame, allocated budget, specific resource and performance specification designed to meet customer needs, which were aimed to eliminating the safety hazard risk and avoiding gas production lost in case of pipeline broken or leak.The front‐end engineering design as a part of project planning had been tried to do well including qualitative risk assessment of some pipeline segments area, field survey to develop required materials and for constructability review, pipeline engineering calculation, economic analysis, risk management plans development, and cost estimate based on past historical material and resource data. However, after completely finishing all activities indicated by formally closing‐out the project and handing the assets over to the customer (operations team), it is evaluated that some strategic and operational plans did not being smoothly implemented or even the data were not quite accurate. The main problem during project execution was due to significant gas production decline from Pinang Gas Plant, which reduced the project importance level from the economic side in CPI management perspective.Another problem was about a non‐procedural act from contractor that caused to time delay for completing the construction phase due to remedial jobs, which was not anticipated before since there was a transition of resident contractor company in the beginning of project execution that affected to the smoothness of controlling project.Both root causes, significant gas production decline affected to the project economics parameter and untrue construction work sequence are discussed in detail in this final project. Several solution alternatives for corrective actions, as a part of project controlling, were developed and the selected alternative was chosen by cancelling a part of project’s scope to maintain good project economics and requested contractor to be responsible for their mistakes. The implementation plans to include a new stakeholder in a Decision Review Board and a project team member for improving project economical calculation accuracy, to add contractor resources as needed and to optimize role and responsibility of a job function in one PT CPI’s unit team for improving contractor’s work performance are explained to become a “lessons learned” for having better in planning and controlling similar projects in the future.