| Summary: | Rusunawa is a project hold by PT Waskita Karya to create home public facility for people with average economic base. The most emerge problem about this project is the inexpediency between the first design and the realization. No matter how good is the first design step (cost estimate, schedule, and quality /grade), there is always change in implementation that cause retardation.
The duration of Rusunawa project Kediri must be finished as per contract in 210 calendar days that is vulnerable time 27 August 2010 ended on 24 March 2011. But in this research, duration of this project effectively used 175 days after reduced every Sunday and national holiday. The problem happened in Rusunawa Project is the occurrence of delay in submission of progress which should have been completed but the reality in field progress only reached 77,49%, it means that there are still more task 22,51% has not been resolved, so that Rusunawa Project requires additional time to finished it.
Critical Chain Project Management (CCPM) is one of tools to scheduling project optimally. Schedule control method and technique in CCPM is by analyzing provided time left so that the utilizing will hopefully more effective in controlling works. All of this can be done by erasing Multitasking, Student Syndrome, Parkinson�s Law and provide Buffer at the end of the project.
Scheduling using CCPM, duration of time required to complete project is faster than scheduling of the project's original plan, which is 134 days (without using a buffer). Actually the initial project plan have to completed in March 24, 2011 but by using ccpm the project could be Finished on 09 February 2011 with 67 days safety time, where as much as possible safety time is not spent at the beginning of the project. Schedule variance on weeks 16 slower than planning which is Rp.-11.267.392,183. Schedule Performance Index (SPI) 0,98 it mean less than 1 (<1), identified that using CCPM is faster than Waskita Project planning.
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