The Influence of Delays in the Implementation of Work on Budget Plan and Field Management on Building Project in Banjarmasin

The construction service company needs to think about the best strategy for dealing with delay in the project work schedule so that the cost overruns can be reduced to a minimum. The purpose of this research is to make a strategy for overcoming the delay of building project construction work in Banjarmasin. Primary data were obtained by field survey and interviews. The survey was conducted to project directors, project managers and the field, supervisors, and experts who are experienced in handling construction projects. The survey aims to collect data on the dominant factors causing delays in structural work, the impact of such delays on the budget plan, and the strategy of handling delays. The data were analyzed descriptively and AHP. Variable Y, which is the impact of the delay on changes in the work plan cost budget structure, is at a large level that is changing between 3% 4% of the budget plan cost. The dominant factor to the cause of the delay is the slow decision-making process by the owner, the owner's financial problem, the financial difficulties by the contractor, the mistake of choosing the construction method, the shortage of the project.


Introduction
Project delays are a major contribution to project cost overruns [1]. According to Praboyo, work delays occur due to various factors, such as volume estimation error, poor contractor management, nature and other factors [2]. Other factors that potentially affect the execution time are manpower, materials, place characteristics, managerial, finance, the intensity of rainfall, economic conditions, and accidents of work. Work delays may result in changes to planned project costs. Any construction work that is not completed in time requires action to analyze the factors causing the delay [3]. To overcome these delays requires good managerial skills for the parties involved in the construction process. According to Puspitasari, time delays are caused by poor project management and human resources errors [4]. Project delays can result in reduced profits targeted by the contractor.
The purpose of this research is to make a strategy for overcoming the delay of building project construction work in Banjarmasin. The benefits of this research as a reference for determining policies for contractors, supervisory consultants and project owners, so that projects can be completed on time without any cost overruns. Benefits for the owner is to facilitate the supervision of expenses and payments to contractors.

Scheduling
Project scheduling is the process of calculating the completion time of a given project, taking into account the limits that affect the implementation of the activity. Soeharto defines the schedule is the explanation of project planning into a systematic sequence of activities to achieve one goal [5]. The approach used is a network that describes a graph of the relation of the work of the project. Which work should take precedence over other work, should be identified about the timing of the job.
According to PMBOK, the function of the scheduling is as a guideline and control for the implementation of activities to fit the plan, as a basis for determining the progress payment, preparation of project cash flow and making project funding strategy [6]. Scheduling guides sub-ordinate units regarding time limits for the start and end of each task. This scheduling can be used to evaluate impacts due to changes in project implementation.

Cost Management
The Cost management consists of four main processes, namely Resource Planning, Cost Estimation, Cost Budgeting, and Cost Control [7]. The entire process of project cost management interacts with each other and with other disciplines of knowledge. Each process may involve the efforts of one or more individuals or groups, based on the needs of the project. Resource planning is the activity of estimating and determining the required resources of the project (labor, equipment, and materials).

Cost Performance
According to Ashworth, the project cost is the sum of the commitments in the form of money needed to work on a construction product such as a building [8]. Duncan defines project cost the quantitative need for the cost of resources needed to complete the project activity [9]. Asiyanto explained the cost of the project is categorized into two types, namely direct cost and indirect cost [10].
Taylor states that indirect costs depend on project size and type, ongoing workload, client development, project prestige, and market conditions [11]. Indirect costs are often referred to as contractor fees, which are added costs to cover various things, such as central office overheads, unpredictable risks, and corporate profits

Time Management
Performance time is the process of comparing actual work with a planned schedule [12]. The definition of the project time according to Clough is the completion of the project at the time agreed upon in the contract, or the time required to complete the work [12]. Meanwhile, according to Sunny and Kim Baker, project time is the duration required to complete the construction work starting from the process of the initial procession at the project site until the work is done [13]. Duration is time, generally in the unit time required to complete the entire project process, from the first work phase to the last management consists of four main processes, namely Resource Planning, Cost Estimation.

Time Management
According to Amperawan R. Kusjadmikahadi, the delay of the construction project meant the increase in the time of completion of the planned project and contained in the contract document [14]. Delays are categorized into 3, namely compensation delays, non-excusable delays, and excusable delays. Several factors cause delays in construction project work are [

Relationship Cost to Time
The total project cost is the sum of the direct costs and indirect costs used during the project implementation. The amount of this cost depends on the length of time (duration) of the completion of the project, both of which change with time and progress of the project. Figure 1 shows the relationship of direct costs, indirect costs and total cost in a graph and optimum cost.

Analitycal Hierarchy Process (AHP)
AHP is one form of non-statistical data processing. AHP is a method used to make decisions of a complex nature, in which there is dependence and influence (feedback) are analyzed for the benefits, opportunities, costs, and risks [28] (Saaty, 1970). The AHP process consists of 4 stages of prioritization; the four stages are the decomposition of the problem, the assessment to compare the elements, the calculation of element weights by using Eigen Vector, hierarchy consistency. Assessment to compare the elements of decomposition by using pairwise comparisons with reference values as in Table 2 [29].

Research Methodology
Primary data were obtained by field survey (distributing questionnaires) and interviews, while secondary data were obtained from the literature study. The survey was conducted to project directors, project managers and the field, supervisors (as respondents to the questionnaire), and experts who are experienced in handling construction projects. The survey aims to collect data on the dominant factors causing delays in structural work, the impact of such delays on the budget plan, and the strategy of handling delays. The data were analyzed descriptively and AHP statistically. The independent variable (variable X) in this research is the cause factor of delay in structural work. Assessment of variables based on the weight of the impact on the delay, with the scale of the assessment seen in Table 4. The dependent variable (Y) in this study is the impact of the delay on changes in the cost structure budget plan (Table 5).

Variable of Analysis
Based on the validation results of the experts, variables that have been approved by the five experts (experts from academia and practitioners) can be seen in Table 6.  Access to the project X31 Mistakes in monitoring productivity levels X32 Selection of less competent project manager X33 Poor communication between workers X34 The complexity of the project X35 Working methods used X36 the utilization of working time is not optimal X37 Delayed work by subcontractors X38 Low qualification of contractor technical staff X39 Existing condition of the project Respondents for this study consisted of 30 people. Respondents were selected based on experience in the management of high rise buildings and infrastructure projects. Respondents are educational background S1 and D3 with long working experience from 3 to 30 years. Testing data validity using Corrected Item-Total Correlation, and for reliability test using Cronbach's Alpha Method. Validity and reliability test result in four variable that has corrected item-total correlation less than r table that is X1 (contract duration too fast), X3 (the type of contract), X4 (late payment process by owner), X24 (origin of labor). These variables should be omitted in subsequent data analysis.

Descriptive Analysis
The result of the descriptive analysis of the Y variable, is 2.4 for the mean value, 2.0 for the median value and 2.0 for the mode value. The mode value for variable Y is 2.0, is at a large level (changing between 3% -4% of the initial budget plan). The mean distribution for the variable X is in the range of values 2 to 4 with the smallest mean value of 2.5 for the variable X28 with a mean value of 2.50, and the largest mean value lies in the variable X8 with a mean of 4.05. Broadly speaking the distribution of X variable data illustrates that the impact of the variables causes delays to the schedule.

Analytical Hierarchy Process (AHP)
The purpose of AHP is to identify the factors causing delays in the most dominant building structures of buildings and how to cope with those factors. The first stage is the normalization of the matrix, followed by the matrix consistency calculation and the level of accuracy, the calculation of the local value of the impact, which produces a rank based on the weight of the calculation result. Matrices are made for pairwise comparisons on each impact. Comparisons between criteria, on the degree of importance of one criterion over the other, are intended to determine the weight of each criterion. These criteria are the impact of work delays on the budget plan, i.e., very high, high, medium, low and no influence.
The calculation of element weight for each element in the impact matrix is obtained by dividing the value in normalization by the normalization amount for each criterion. For example, divide the number 1 (normality value for a very high scale) with the number 1.787 (the number of values for a very high scale) to get the number 0.5595. The weight matrix of pairwise results must have a one-diagonal value of consistent. To test consistency, the maximum eigen value (λ max) should be close to the number of elements and the remaining eigen value approaching zero. The proof of consistency matrix paired with elements in each column divided by the number of columns in question obtained matrix in Table 7. The number of elements in the matrix (n) is 5, then λ max = 26.26/5, to obtain λ max of 5.25. Eigen value approximates the number of elements (n) in the matrix is 5, and the remaining eigen value is 0.24 which means close to 0, then the matrix is consistent. Based on the consistency test, the calculation of local values of impact can be done by inserting the weight of the elements of each criterion. The ratings for impact are derived from variables that have the highest local values to the lowest locales. Table 8 shows the five largest sequence values. Table 8 shows that the dominant factor on the cause of the delay is the slow decision-making process on the owner, the financial problems experienced by the owner, the financial difficulties experienced by the contractor, the mistake in choosing the construction method, the shortage of the project equipment.

Expert Validation
Validation of the results of data analysis is done by distributing questionnaires to 5 experts.
Validation is done to ensure that the results of research variables are a factor that has an important role in the occurrence of delay in the work process of building structures of storied buildings. The validation result is an expert recommendation on preventive and corrective actions to cope with the delays that occur in the project, namely: A. a. Slow decision maker • Urge the owner to decide quickly and provide an alternative solution • Construction Management explains to the owner about the consequences of the slow decision-making process over time, especially for critical work b. Financial problem: • The project is paused • Actively remind the owner of financial matters relating to the project so that the project can run smoothly 2. Contractor Factor a. Financial problem: • Find additional funding sources • Contractors are looking for suppliers who can provide debt • Control of liquidity • Conducting project efficiency by minimizing activities that are unrelated to the project and focusing on project progress b. Error selecting construction method • Change the construction method used to a more suitable form 3. Equipment Factor a. The occurrence of equipment shortages • Using alternative equipment while waiting for the replacement tool to come

Conclusion
1. The dominant factor causing the delay in the work of the structure of the multi-story building is caused by the owner's mistake, especially related to cost and decision making. 2. The dominant factors affecting the delay in project implementation are the owner's financial problems, the slow decision-making process of the owner and the financial difficulties of the contractor. 3. The delay influences the budget plan changes on the structural work, amounting to 3% to 4% of the budget plan.