Perancangan Key Performance Indicator (kpi) Pada Divisi Konstruksi Pt. Xyz Menggunakan Performance Prism

Aulia Adina, Devi Pratami, Litasari Widyastuti Suwarsono

Abstract

Abstrak
PT. XYZ merupakan suatu perusahaan di bidang telekomunikasi. Divisi konstruksi merupakan unit yang
bertanggung jawab atas proyek, mulai dari initiation hingga closing. Berdasarkan hasil pengamatan dan
wawancara dengan pihak perusahaan, penulis menemukan permasalahan yaitu divisi konstruksi masih
mengalami beberapa kendala dalam menjalankan proyek. Kendala tersebut yaitu terdapat beberapa lokasi
proyek yang di drop atau tidak jadi dikerjakan. Pada bulan Juni, proyek yang di drop hampir setara dengan
proyek yang di uji terima. Proyek di drop dikarenakan divisi konstruksi tidak mendapatkan ijin dari
beberapa pihak stakeholder. Dengan adanya kendala tersebut, stakeholder menjadi hal yang sangat penting
karena impact yang di timbulkan sangat berpengaruh terhadap keberlangsungan proyek. Namun sangat
disayangkan, stakeholder tidak dipertimbangkan dalam KPI divisi konstruksi. Dari permasalahan yang
ada, maka dibutuhkan suatu model pengukuran kinerja yang dapat mengintegrasikan pada kebutuhan dan
keinginan dari para stakeholder, yaitu menggunakan performance prism. Adapun sepuluh PI paling penting
yang terpilih sebagai KPI divisi konstruksi yaitu pelaksanaan evaluasi (4,41%), pengawasan proyek oleh
holding company (4,41%), persentase pengimplementasian project management (2,89%), persentase
proyek selesai tepat waktu (2,84%), optimasi alokasi anggaran (2,79%), persentase pengontrolan proyek
oleh pimpinan (2,64%), pengawasan proyek oleh customer (2,59%), tingkat kesesuaian produk (2,59%),
perawatan sarana dan fasilitas (2,53%), dan tingkat keahlian supervisor (2,51%).
Kata kunci: Pengukuran Kinerja, Key Performance Indicator (KPI), Performance Prism, Analytical
Hierarchy Process (AHP)
Abstract
PT. XYZ is a company in the telecommunications sector. The construction division is the unit in charge of
projects, from initiation to closing. Based on the results of observations and interviews with the company, the
authors found a problem, that the construction division is still experiencing several obstacles in running the
project. There are several project locations that have been dropped. In June, the projects that were dropped
were almost equivalent to those that were tested for acceptance. The project was dropped because the
construction division did not get permission from several stakeholders. With these constraints, stakeholders are
very important because the impact really affects the sustainability of the project. Unfortunately, stakeholders
are not considered in the KPI’s construction division. From the existing problems, we need a performance
measurement model that can integrate the needs and desires of stakeholders, namely using performance prism.
The ten most important PIs were selected as KPIs for the construction division, namely the implementation of
evaluation (4.41%), project supervision by the holding company (4.41%), the percentage of project management
implementation (2.89%), the percentage of projects completed on time ( 2.84%), optimization of budget
allocation (2.79%), the percentage of project control by the leadership (2.64%), project supervision by the
customer (2.59%), the level of product conformity (2.59%), maintenance facilities and facilities (2.53%), and
the level of supervisory expertise (2.51%).
Keywords: Performance Measurement, Key Performance Indicator (KPI), Performance Prism, Analytical
Hierarchy Process (AHP)

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