ISSN 2087-3336 (Prin.
| 2721-4729 (Onlin.
TEKNOSAINS: Jurnal Sains.
Teknologi dan Informatika Vol.
No.
2, 2025, page.
http://jurnal.
id/index.
php/tekno https://doi.
org/10.
37373/tekno.
Management of ABC project through performance measurement and strategy improvement determination Yudha Adi Kusuma*.
Luqman Ardyansah.
Dicy Septian Avandy Universitas PGRI Madiun.
AURI Street No.
Madiun City.
East Java.
Indonesia * Corresponding Author: yudhakusuma@unipma.
Submitted: 04/03/2025 Revised: 05/05/2025 Accepted: 14/05/2025 ABSTRACT Effective performance management and the appropriateness of improvement strategies influence project success.
The right strategy can help identify areas of improvement and maximize resources, thereby increasing the chances of achieving overall project goals.
Periodic evaluation is vital, as it allows teams to adjust their approach based on feedback and results.
The application of appropriate performance management tools and techniques will greatly support the effectiveness of improvement strategies, creating a more productive work environment and responsiveness to changing project needs.
This research aims to measure the performance of the ABC project and determine the optimal strategy to improve efficiency.
Project performance evaluation was conducted using the performance prism method, which assesses five key aspects: stakeholder satisfaction, stakeholder contribution, strategy, process, and capability.
In addition, the Critical Success Factor (CSF) method was used to identify the main factors affecting project success.
SWOT analysis was applied to formulate improvement strategies that fit the project conditions.
Data processing was conducted through surveys, interviews, and indepth analysis of project conditions.
The ABC project's implementation was most affected by the process aspect, while the final inspection activity was the most important factor in its success.
The analysis identified 12 improvement strategies that could boost efficiency and mitigate project delays.
These strategies include process optimization, technology implementation, and improved coordination between stakeholders.
The findings of this research are expected to contribute to project management in optimizing performance, improving the effectiveness of resource management, and supporting the achievement of more efficient and highly competitive Keywords: Critical success factors.
improvement strategies.
performance prism.
project performance.
INTRODUCTION
The manufacturing sector has experienced significant growth post-COVID-19.
The postpandemic period saw a 4.
64% increase, contributing 18.
67% to IndonesiaAos total economy .
The growth of the manufacturing sector correlates with an increase in supporting workforce numbers.
2023, the total workforce in the manufacturing sector reached 19.
34 million, an increase of 0.
from the previous year .
This growth signifies that IndonesiaAos economic cycle is moving towards an ideal condition, driven by the normalisation of production processes, allowing orders to be fulfilled as before.
The current ideal condition of the manufacturing sector presents an opportunity for productivity Productivity success is reflected in the effectiveness and efficiency of utilisation within an organisation.
When productivity runs smoothly, it drives economic growth .
One of the key determinants of productivity in the manufacturing sector is workforce conditions .
Every manufacturing industry strives to enhance employee productivity to maintain competitiveness .
Employee productivity improvement can be measured through performance achievements .
Performance evaluation has a positive impact on employee productivity.
Employees in the manufacturing sector must be equipped with the necessary skills and competencies to perform their duties effectively.
Maintaining and enhancing work quality ensures that employees contribute significantly to the sectorAos overall performance .
Therefore, manufacturing companies must develop strategies to maximise employee performance.
Strategic policies related to employee performance are also essential for maintaining company Profits are influenced by customer satisfaction with the companyAos manufactured products .
High employee performance positively affects production quality, which in turn enhances customer satisfaction and company profitability.
Employee motivation plays a crucial role in Highly motivated employees tend to work harder, display greater loyalty, and exhibit enthusiasm in their tasks, which is reflected in job satisfaction .
This research is expected to help control the ABC project's performance so it follows the planned schedule.
Improving project performance helps minimize additional costs due to project acceleration.
METHOD
This study focuses on the ABC project, executed by PT X, a state-owned enterprise in Madiun.
The research area is limited to the finishing phase of the ABC project.
The study begins with literature and field studies to establish a theoretical foundation and identify research gaps .
The success of these preliminary studies is crucial for problem identification, which in turn helps define the research scope through a comprehensive understanding of the issues and their urgency .
Data collection in this research is divided into two categories: direct and indirect data collection.
Direct data collection involves field observations, particularly during the finishing process of the ABC project, using tools such as questionnaires, surveys, and interviews .
The data obtained includes interview transcripts, questionnaire responses, and brainstorming session results.
Indirect data collection involves acquiring secondary data from third parties or internal requests from PT X .
, such as regional gross domestic product (PDRB) data and ABC project activity timelines.
Stakeholder 1 (Engineer Arsite.
Statisfaction :
Contribution :
Strategy Process Capability Stakeholder 2 (Field C.
Statisfaction :
Contribution :
Strategy Process Capability Strategy Process Capability Strategy Process Capability Stakeholder 3 (Architect Inspecto.
Statisfaction :
Contribution :
Stakeholder 4 (Construction Manager.
Statisfaction :
Contribution :
Objective (Quality and Tim.
Figure 1.
KPI identification for construction projects The collected data is processed using the performance prism and CSF methods.
The performance prism method evaluates project performance through five aspects: stakeholder satisfaction, stakeholder contribution, strategy, processes, and capabilities .
Identifying Key Performance Indicators (KPI.
is crucial for performance measurement using this method.
KPI identification on a project can be seen in Figure 1.
The CSF method helps identify key factors influencing the success of the ABC project .
Project performance constraints are identified based on the selected strategy .
, which is expected to address all challenges in project implementation .
The identified constraints necessitate a control strategy, analysed using SWOT methodology.
The SWOT-based project strategy formulation aims to provide control and improvement recommendations based on internal and external project conditions .
The next stage after data processing is the conclusion.
The purpose of the conclusion is to show the essence of the results and contribution of the research .
RESULTS AND DISCUSSION
The performance measurement of the ABC project was analyzed using the Performance Prism Table 1 presents the results of the Performance Prism measurement for the ABC project.
The ABC project involves 13 stakeholders, whose presence aligns with the project activity phases scheduled in the finishing process.
The stakeholder process begins with identifying the satisfaction and contribution of the stakeholders in the ABC project.
Satisfaction identification indicates the level of satisfaction of stakeholders .
involved in the ABC project, while contribution identification shows the level of contribution from each stakeholder .
in maintaining project success within the planned The determination of project success is based on time and quality, ensuring that the identification results align with project conditions as per the initial plan.
The results of stakeholder satisfaction and contribution identification for the ABC project are presented in Table 1.
The total activities in executing the ABC project amount to 13 activities, with each activity being performed differently depending on job descriptions and qualifications.
Table 1.
Identification results of stakeholder satisfaction and contribution in project ABC Stakeholder Satisfaction Contribution 1 Assembly of inner 1 Stakeholders prepare doors for indoor and outdoor use and outer sliding 2 Bogie assembly 2 Stakeholders components of the bogie Activity 1 3 Pipeline preparation 3 Stakeholders organize piping 4 Harness preparation 4 Stakeholders provide harnesses as support in material transfer 1 Air brake testing 1 Stakeholders conduct air brake condition tests 2 Electrical testing 2 Stakeholders test all electrical 3 Interior and exterior 3 Stakeholders aspect of the interior and exterior 4 Curve, static, and 4 Stakeholders review strength, all running tests aspects in static conditions, and Activity 14 conduct running tests 5 Repair 5 Stakeholders corrections on components that failed the test 6 Delivery 6 Stakeholders schedule deliveries through third parties, ensuring KPI criteria consist of strategy, process, and capability.
The calculation of the comparative matrix is based on the weight of each criterion.
Table 2 presents the weight calculation and performance values of KPI criteria, stakeholders, and elements.
The KPI identification results found 54 KPIs, with each strategy, process, and capability having two KPIs from the 14 involved stakeholders.
The pairwise matrix calculation results indicate that the highest criterion weight is the process, with a value The consistency ratio of the weighting results is 0.
027, which is less than 0.
1, indicating pairwise consistency.
This suggests that PT X prioritizes the process aspect in executing the ABC The process aspect drives PT X to emphasize punctuality to prevent project delays.
If delays occur.
PT X will face penalties in the form of fines and a loss of trust from future project owners.
All process constraints must comply with proper procedures and minimize repetition as much as possible.
1,307
Weight Performance Value Stakeholder A.
Stakeholders in Activity 14 0,135 1,128 Stakeholders in Activity 1 0,081 0,909 A.
Stakeholders in Activity 14 0,38 1,525 Stakeholders in Activity 1 0,100 0,580 A.
Stakeholders in Activity 14 0,177 0,668 Performance Value 3,465 A.
Score
0,188
2,455
0,119
Overall Weight
0,458
Performance Value Weight
0,354
Stakeholders in Activity 1 0,020 Element Capability Process Strategy KPI Criteria Table 2.
Weight calculation and performance values KPI S1
KPI S2
KPI S27
KPI S28
KPI P1
KPI P2
KPI P27
KPI P28
KPI K1
KPI K2
KPI K27
KPI K28
0,024
0,024
0,027
0,031
0,030
0,049
0,036
0,040
0,043
0,039
0,046
0,012
0,212
0,165
0,271
0,220
0,272
0,390
0,328
0,320
0,170
0,313
0,229
0,086
The weight calculation results among the involved stakeholders are shown in Table 3.
The highest weight value is for Activity 14, with a value of 0.
The consistency ratio of stakeholder weighting 096, which is less than 0.
1, confirming the significant role of stakeholders in Activity 14 in maintaining the performance of the ABC project.
The ABC project is ensured to be in good condition at the time of handover to its owner.
PT X guarantees the project owner that if damage occurs under normal usage without standard modifications, necessary repairs will be provided.
Table 3.
Stakeholder weight calculation results Stakeholder Weight
Inconsistency Ratio
Stakeholders in Activity 1
0,201
Stakeholders in Activity 2
0,258
0,096
Stakeholders in Activity 13
-0,126
Stakeholders in Activity 14
0,451
The Performance Prism measurement results indicate that final quality testing activities contribute the most to the performance of the ABC project.
Further handling through CSF (Critical Success Factor.
measurement is necessary.
The CSF method helps improve the ABC project's performance to avoid losses for PT X.
Improvements through CSF involve identifying the weight of factors influencing the consistency of the ABC project's performance.
The CSF measurement parameters for the ABC project are detailed in Table 4, which includes eight key factors based on previous relevant Table 4.
CSF alternatives for project ABC.
CSF Alternative Source CSF Alternative Top management support , .
, .
Knowledge management Communication .
, .
, .
Planning Human resource competency .
, .
, .
Leadership Monitoring and evaluation .
, .
, .
System integration Source .
, .
, .
, .
, .
, .
, .
, .
, .
The eight alternative factors were calculated through priority weight calculations.
The weight calculation is obtained by multiplying the criteria weight by the alternative weight, using mathematical software assistance.
The ranking results are displayed in Figure 2, where the highest ranking is for monitoring and evaluation, with a value of 0.
The weight ranking results require consideration by the executive management level, particularly those in managerial positions.
Implementation recommendations significantly influence the improvement of project execution for future projects.
System integration Leadership
Planning Knowledge management Monitoring and evaluation Human resource competency Communication Top management support
0,194
0,167
0,083
0,111
0,222
0,056
0,028
0,139
0,15
Figure 2.
CSF alternative ranking.
Threats Opportunities Table 5 presents alternative strategies based on the highest weight of CSF alternatives.
The determination of alternative strategies considers the aspects of strengths, weaknesses, opportunities, and threats (SWOT).
The relationship between these aspects aligns with the conditions of the ABC The S-O strategy relates to the use of AI and IoT for defect monitoring to prevent equipment The S-T strategy involves avoiding rework by strengthening Standard Operating Procedures (SOP.
and implementing Total Quality Management (TQM).
The W-O strategy contributes to improving workflow systems through communication and coordination between production.
Quality Control (QC), and suppliers.
The W-T strategy focuses on minimizing waste and product defects through lean manufacturing and smart manufacturing approaches.
The resulting alternative strategies consist of 16 actions that can be taken to ensure that the ABC project proceeds according to the initial Table 5.
Strategic alternatives based on CSF Weights Strengths Weaknesses S-O Strategy W-O Strategy .
Implementing sensor technology for real- .
Using Enterprise Resource Planning (ERP) time monitoring.
for data synchronization across departments.
Integrating cloud-based data systems for .
Implementing Design for Manufacturing product quality trend analysis (DFM) to minimize reprocessing during .
Applying Condition-Based Monitoring project execution.
(CBM)
real-time machine .
Establishing quality-based agreements to performance tracking.
ensure consistent raw material supply.
Ensuring optimal machine performance to .
Selecting the best suppliers using a supplier prevent sudden project stoppages.
performance rating system.
S-T Strategy W-T Strategy .
Conducting regular inspections using .
Implementing error-proofing systems to checklists before the final inspection reduce project obstacles from the early production stages.
Forming an internal audit team to ensure .
Executing continuous improvement initiatives compliance with industry standards.
to maintain long-term project quality.
Placing quality control gates at multiple .
Enhancing inspection accuracy with the help production points for step-by-step of Augmented Reality (AR).
Encouraging investment in Robotic Process .
Identifying production bottlenecks using Automation (RPA) to improve project digital twin simulation.
efficiency and accuracy.
The research findings indicate that the process component carries the greatest significance in evaluating the performance of project ABC, underscoring the necessity of timeliness in project execution.
PT X, as the project executor, shall adhere to the work processes to mitigate the risk of Activity 14, encompassing the final inspection, emerges as the primary factor influencing the project's success, as it is intrinsically linked to the ultimate quality before handover.
Monitoring and evaluation aspects are essential for sustaining consistent project performance.
The Critical Success Factor (CSF) methodology demonstrates that control measures reliant on frequent assessments are vital for mitigating losses and sustaining stakeholder confidence.
The identification of enhancement strategies by SWOT analysis yielded 16 strategies categorized into four groups: S-O.
S-T.
W-O, and W-T.
This study's conclusions offer strategic guidance for project management to enhance efficiency, mitigate risks, and ensure that project quality adheres to specified criteria.
CONCLUSION
The research concludes that the analysis and assessment of the ABC project's performance indicate that the process element is the paramount criterion in its management.
The process aspect carries the most significance .
, rendering it the most vital component in the success of project ABC.
The stakeholders engaged in activity 14, namely the final inspection phase, exert a significant influence on the entire project performance, possessing the largest weight compared to other This evidence underscores the significance of final quality control to prevent grievances and delays in project completion.
The Critical Success Factor (CSF) method was employed to ascertain the project's major success determinants, resulting in "monitoring and evaluation" emerging as the most significant influence on project performance.
Utilizing these data, a SWOT analysis was conducted to develop 16 enhancement strategies, categorized into four groups: S-O.
S-T.
W-O, and W-T methods.
These techniques emphasize the utilization of technology, enhancement of inter-team communication, and fortification of quality management and process control systems.
The results of this study highlight that the effectiveness of process management and the quality of performance monitoring significantly influence project success.
Consequently, the execution of suitable methods is essential to augment efficiency, reduce the likelihood of delays, and bolster the company's competitiveness in forthcoming project management.
Additional research is advised to investigate the correlation between project performance and financial factors to enhance the efficacy of project financial planning.
REFERENCE