Why Every Project Manager Should Think Like a Communicator

Posted on July 31, 2026 by Nabila Satwikawati

When we think about project management, we often picture schedules, budgets, methodologies, and scope. When we think about communication, we often picture presentations, branding, and media.

A few years ago, I also saw them as two separate disciplines. That perspective changed over the past year as I transitioned my career into Corporate Communication while pursuing my PMP at the same time.

At first, I thought I was stepping away from project management when I moved from Digital Engineering to Corporate Communication. Instead, I discovered that communication is a fundamental part of project management.

Earning my PMP also reinforced my understanding that project management is not only about process, but also about people and business environment. Communication is the thread that connects all three. Because at the end it is about how project stakeholders make good decisions together.

In project delivery, misaligned expectations lead to scope creep. Delayed decisions become schedule delays. Unclear roles and responsibilities create execution issues. Poor stakeholder engagement results in resistance to change and project outcomes. That’s why communication is one of the key drivers of project success.

The PMBOK put communication as one of the core knowledge areas in project management, highlighting its importance in planning, executing, and delivering successful projects. Besides my experience and PMBOK, I also read several books that influence my perspective on why every project manager should think like communicator. These books are Thinking Fast and Slow by Daniel Kahneman, Supercommunicators by Charles Duhigg, Never Split the Difference by Chris Voss, and Leaders Eat Last by Simon Sinek. Each of these books got different approaches to see communication.

Facts Alone Rarely Change Minds

As someone who got background in engineering, we often assume that presenting the right data will naturally lead people to the right decision. Thinking Fast and Slow by Daniel Kahneman challenges this assumption. People don’t evaluate information purely rationally. Most of us rely on mental shortcuts, we are influenced by framing, and can interpret same information differently depending on our experiences and expectations. This is also something that I experienced while working in communication.

The example in project management, we usually have different project update report for the team, the client and high level management. Although the facts remain the same, the priorities and concern for each stakeholders are different. That’s why we need to tailor these information for different stakeholders. We tailor the information the way we want them to perceive the information. Because at the end, project managers are not communicating with spreadsheets, they’re communicating with people.

Every Stakeholder Needs a Different Conversation

One of the ideas that resonated most with me from Charles Duhigg’s Supercommunicators is that not every conversation serves the same purpose. Some conversations are practical. Some are emotional. Others are about identity, trust, or belonging. Project managers frequently overlook this distinction.

An engineer may want technical certainty. An executive may want strategic implications. A client may want certainty about their project. A regulator may want compliance. The public may simply want reassurance.

One project. Multiple stakeholders. Multiple conversations. A project manager should really understand about this. Before they convey any information, they have to understand their stakeholder needs first. Because the mistake isn’t giving the wrong answer. It’s answering the right question for the wrong audience.

Every Project Manager is Also a Negotiator

Reading Never Split the Difference by Chris Voss made me realize that project managers negotiate far more often than they realize. Negotiation isn’t limited to contracts, vendors, or subcontractors. We negotiate deadlines, resources, scope, priorities, client expectations, and even internal alignment. Whenever stakeholders have competing priorities, project managers are already negotiating.

Negotiation itself is a part of communication. The best project managers don’t simply persuade people. They listen carefully, understand other interests, and create alignment without forcing agreement. Strong communication creates trust, while effective negotiation helps transform that trust into decisions. Project management involves continuous negotiation throughout project lifecycle.

Of course, project negotiations don’t always end with a perfect win-win solution. Limited budgets, tight schedules, and competing priorities often require compromise instead. A successful negotiation isn’t about everyone getting exactly what they want; it’s about finding a balanced outcome where stakeholders understand the trade-offs and remain committed to the project’s objectives.

Leadership is Built on Trust

Simon Sinek writes in Leaders Eat Last that people perform at their best when they feel safe and trust those around them. In project management, that sense of safety is created largely through communication. The way project managers listen, respond to concerns, share information, and handle difficult conversations determines whether team members feel comfortable speaking up or choose to remain silent.

When communication fosters psychological safety, project teams raise risks earlier instead of hiding them. Trust doesn’t eliminate project problems, but it enables teams to solve them before they become crises.

Hence, communication is more than keeping everyone informed, it’s how project leaders build trust. And as Sinek reminds us, high performing teams are built not only through technical expertise, but through environments where people feel heard, respected, and safe enough to contribute their best work.

***

Looking back, my year in Corporate Communication didn’t take me away from project management, instead it expanded my perspective on it. Engineering taught me how projects are designed and planned. PMP provided the framework for managing and delivering them. Communication showed me how projects actually move forward: through people. The best project managers aren’t simply experts in planning; they create alignment, build trust, influence decisions, and turn complexity into clarity.

At the end, projects succeed not only because of technical excellence or well-defined processes, but because people understand one another, make decisions together, and stay aligned toward a common goal.

Perhaps that’s why every project manager should think like a communicator.

What AI Can’t Replace in Engineering

Posted on January 17, 2026 by Nabila Satwikawati

Artificial intelligence (AI) is rapidly transforming the world today, including the construction industry. With AI, we can now analyse data and run complex simulations almost instantly. In construction for example, AI supports and optimises the use of BIM and other digital tools for scheduling, cost estimation, and even hazard identification.

Yet amid all this technological acceleration, a common question emerges:

“will humans compete with AI in the future?“

However, from my perspective as an engineer, the question that we should be asking is:

“In the future, what truly differentiates engineers from AI?“

I believe one of the key differentiators is engineering judgement. Today, there are many capabilities that AI performs better than humans, such as faster calculations and large-scale data processing. However, AI cannot take responsibility for decisions. AI cannot judge and decide.

Engineering judgement is the ability to interpret data, understand context, evaluate trade-offs, and make decisions. While in construction context, the judgement need to consider safety, ethics, and long-term consequences as well. At the end, it is humans, not machines (or AI), who are held accountable.

AI can analyse and optimise.
But only humans can judge.

If engineering judgement that differentiates engineers from AI so the next important question that should be raised is:

“how do we develop this judgement?”

From my experience, there are two elements that play a crucial role: formal engineering education, and first-hand project experience

Formal education which through schools or universities provides engineers with foundational theories, frameworks, and problem-solving approaches. This knowledge shapes how engineers think. However, classroom knowledge alone is not enough to develop engineering judgement.

Judgement develops when theory is tested against reality. In construction projects, we usually face tight deadlines, budget constraints, site limitations, and often incomplete information. These exposure to project challenges can gradually strengthen engineering judgement. My interactions with senior engineers and experts clearly demonstrate how deeply their judgement has been shaped by years of experience in the project.

Actually, the importance of understanding fundamental engineering principles became especially clear to me a few years ago while I’m still work a lot with BIM. During a BIM session I delivered at a university, one student asked a question I still remember clearly:

“Is it still important to learn basic structural analysis when we already have BIM?”

My answer was immediate:

“Yes! absolutely.”

In many cases, BIM is merely a tool. Without a solid understanding of engineering fundamentals, it becomes a classic case of garbage in, garbage out. Models and analysis may look impressive but without proper judgement, the outputs can be misleading. Today, In the midst of increasing AI adoption, that question still stay with me, and sometimes I asked myself:

“What should future civil engineering students learn in class? Will they still study fundamental like structural analysis or geotechnical engineering the way we did?”

My answer remains exactly the same as the one I gave years ago:

“Yes, absolutely.”

Because learning engineering fundamentals: understanding frameworks, engineering mechanics, and problem-solving approaches remains essential. AI does not replace engineering thinking. It supports and enhances our ability to analyse and optimise, but it does not decide for us.

Again, engineering judgement stands on two pillars: strong fundamental engineering knowledge and project experience. As AI becomes more embedded in engineering workflows, the real risk is not that engineers will become obsolete, but that they may become over-reliant on AI without sufficient understanding or judgement.

The future does not belong to engineers who merely operate AI. It belongs to engineers who:

Master fundamentals
Understand the project
Exercise engineering judgement through experience

In the end, engineering is not just about computation, calculation, or analysis.
It is about responsibility.

Rethinking BIM Adoption: Why BIM is Not One-Size-Fits-All

Posted on December 29, 2025 by Nabila Satwikawati

For the past decade, I have worked across various roles in an Indonesian contractor. From site and project management to BIM management and digital leadership. During this journey, I have seen BIM praised as a silver bullet and mandated as a requirement. However, one thing that I learned is:

BIM is not a one-size-fits-all. Its value depends on how well it is tailored to each project objectives and requirements.

Without this tailoring, BIM implementation can become layer of complexity which adding processes without necessarily improving outcomes. Only when it is aligned with clear purposes, BIM becomes a strategic enabler not just a deliverable.

BIM Dimension (parametric-architecture.com)

In theory, full BIM implementation at the highest maturity level on every project sounds ideal. in practice, especially within the Indonesian construction industry, it is neither optimal nor realistic. Because projects vary significantly in scale, complexity, delivery method, client maturity, digital capability and expectation. Applying the same BIM scope to a small building project and a large, complex data center, for example, rarely makes sense. The effort and cost may outweigh the benefits.

Over the years, my own question has shifted from “Can we use BIM?” to “How we can reap the maximum Benefits of BIM?”. BIM delivers its greatest impact when it is treated as an enabler, not merely a contractual deliverable. In successful projects, BIM is aligned with clear, practical objectives, such as:

Supporting method statements and construction sequencing
Improving coordination between structure, architecture, and MEP
Reducing rework through clash detection
Improving safety planning and hazard identification

A more effective approach is to right-size BIM implementation, so we need to understand its purposes. For example at tender stage, BIM may focus on construction sequencing, and quantity take offs to support pricing and budgeting. For low complexity project progress monitoring and quantity support may be sufficient. While for high risk project (line data center with complex MEP) needs deeper BIM integration for advance coordination and staging. The key is to be selective, ensuring that the effort invested is proportional to the value created.

Contractors operate under tight margins. Hence, every additional scope of BIM must therefore be justified. A mature BIM strategy should considers

Cost of modeling and coordination
BIM competency within the project team
Time required to develop and update the models
Expected reduction in rework, or claims

When BIM is tailored correctly, the benefit-cost ratio becomes positive. On the other hand, when BIM is over engineered, the ratio might flip.

In Indonesia, currently BIM adoption is growing, but maturity levels still vary widely across clients, consultants, and contractors. However the competency gap has narrowed over the past few years. A successful BIM implementation requires understanding of the project and clear purposes of its BIM adoption. The goal is not to do everything digitally but to build smarter digitally and physically. After 10 years working within an Indonesian contractor, my conviction about BIM is simple:

BIM should adapt to the project, not force the project to adapt BIM

When BIM is tailored and aligned with project objectives, delivery strategy, and cost realities, it becomes a powerful enabler. The future of BIM in Indonesia lies not in the highest level implementation, but in smart, purpose-based, and value-driven adoption. Just as every construction project is unique, BIM implementation should be too.

Understanding Project Management Through LEGO

Posted on September 28, 2025 by Nabila Satwikawati

A few days ago, I stumbled upon PMBOK guide (again) when preparing some presentation, which showcasing the 10 knowledge areas of project management. There are two things in my mind when I looked at them: first, these 10 knowledge areas represent what project managers do on a daily basis to keep their projects running smoothly; and second, how to explain them to people who are not familiar with project management.

Well, not long after that, I had an interesting discussion with my friend’s 4-year-old son, who asked me about the construction staging of the Jeddah Tower (soon to be the tallest skyscraper in the world). It’s really interesting how kids these days are so knowledgeable and curious. After our chat, while checking my presentation in the car, my mind went back to the PMBOK Knowledge Areas. I wondered: how can we explain this to people in a way that’s easy to understand? Then I thought of my niece and nephew. We’re all huge LEGO fans and often build simple LEGO sets together. I suddenly realized that we can think of a project like building a LEGO set, and apply the 10 PMBOK Knowledge Areas to complete it. There are 10 knowledge areas in PMBOK: Integration Management, Scope Management, Schedule Management, Cost Management, Quality Management, Resource Management, Communication Management, Risk management, Procurement Management, and Stakeholder Management.

Project Management 10 Knowledge Areas (PMBOK)

1. Integration Management is the master plan, for example if we want to build this LEGO Pet Shop set we need to make sure we finish the whole set as required. Integration management is about making sure we achieve our project goals, everything must work as on one big plan from scope, schedule, cost, quality, risk, team and even if there are any changes.

2. Scope Management is about making sure that the set is built exactly as required, not less and nothing extra. It is about the art of defining and controlling the scope of works. For example for this set, there will be two buildings in the set: the pet shop (the blue one) and the house (brown one). scope Management is making sure we delivered the right number of buildings and right number of bricks as well. In LEGO set usually there is the number of bricks at the end of the manual book, in real project we have the bill of quantity.

Two Building in The Set (credit: lego.com)

3. Schedule Management is about making plan and milestone of the project. This is one of my favorite part in the project management. Before working with BIM, I work with scheduling a lot. Schedule management is simply about managing which part that need to be finished first, some works can be finished independently, some need predecessor. For example, we want to finish the house first before the pet shop, so we’re setting a milestone. In building the house, there are 3 level, we need to finish the 1st floor before the 2nd floor and roof floor. The 1st floor is predecessor for the 2nd floor that we need to finish first. The main goal of schedule management is making sure that we deliver the project on time.

The 1st Level of Each Building (credit: lego.com)

4. Cost Management is where we make sure that the project stays within the budget from the beginning until finish . It is about planning how much money (or bricks in term of LEGO) the project is required to finish. Usually at the beginning, it means estimating total cost and budget. During the construction it means controlling and tracking our spending so we don’t run out of money (or bricks).

5. Quality Management is about making sure the project (or the LEGO set) built well and meet the agreed standards. We need to make sure not only the looks or finishing, but also the structure is strong and reliable. During the construction for example, we need to check if the pieces click correctly and is not falling apart. In a real project usually we have this kind of quality target for each work that we need to achieve, usually it is defined at the beginning and later during the project delivery we need to monitor our work to achieve the target.

6. Resource Management is about having the right people, tools and number of bricks to finish the project. For example if I work with my niece and nephew, me as the project manager will decide who builds which part. Also we need to make sure that we have enough bricks to build the set. The whole point of resources management is keeping everyone working smoothly while making sure no one runs out the bricks they need.

7. Communication Management is about making sure everyone understand how the finished set should look, which means everyone know what’s done and what’s next. It also means clear instruction for all stakeholder and avoiding confusion so no one builds the wrong part.

8. Risk Management means thinking ahead about what could go wrong with the project, it’s like losing LEGO bricks or the building collapse. Risk management is about making a plan how to avoid or mitigate these potential problem (also how to fix them quickly it happens) so the project stays on track.

9. Procurement Management is simply about getting anything what the project needs from the suppliers and making sure it arrives on time within the budget. It means getting the right LEGO set from the store or online.

10. Stakeholder Management is about understanding who cares about our LEGO project and their expectation. What we need to do is keeping them happy and informed during the project delivery.

In the end, building a LEGO set with my niece and nephew felt just like running a project. And if we look closer, each of the 10 PMBOK knowledge areas showed up too. Because we decided what to build, followed the steps (from the manual), stayed on budget (number of bricks), mitigated risks (like missing pieces or a building collapse), and kept everyone excited from start to finish. Using this LEGO example makes the 10 PMBOK knowledge areas and project management as a whole quite easy to understand.

Travelling Through Bridges

Posted on September 12, 2025 by Nabila Satwikawati

If I could travel back and ask my senior high school self whether I would choose civil engineering again, the answer would still be a solid yes. No doubt about it.

Back in high school, we once had an assignment to develop a simple website. I named mine Constructio which means construction in Latin. Sadly the free domain for the website is gone now, so I can’t open it anymore. On that little website, I wrote a few short articles about skyscrapers and bridges. One of them was about Tower Bridge. Little did I know, it would become a tiny hint of the path I was about to take years later.

Fast forward to today, as a civil engineer, I’ve developed a unique habit whenever I travel: I always look for bridges. For me, bridges are not just structures; they are pieces of engineering and art combined. When I look at them, not only admiring their structure complexity and beauty, I also think about the history behind it. Lately, capturing bridges through my lens has become one of my favorite parts of traveling.

Here are some of my favorite bridges I’ve captured so far, arranged from the oldest to the most recent to show how bridge has evolved over time

Charles Bridge (Karluv most), Prague, Czech Republic. Completed in 1357, this is the oldest bridge I’ve ever visited so far. A timeless stone arch bridge, and definitely one of my all-time favorites. Walking across it feels like stepping into a medieval era. I visited the bridge during a summer break and spent hours both crossing it and admiring it from afar. Influenced by Gothic architecture and it is considered as one of masterpieces of medieval engineering

Pulteney Bridge, Bath, UK. I visited this bridge in autumn, and Bath during that season is definitely my favorite. I really recommend to visit this city during autumn. Pulteney Bridge is a stone arch bridge over the River Avon in Bath. Built in 1769, this bridge is really beautiful with row of shops which built along the deck.

Bridge of Sighs, Cambridge, UK. A beautiful pedestrian bridge at St John’s College, Cambridge. It’s named bridge of sighs because of its resemblance to the Venetian bridge of sighs in Venice, Italy. This Gothic style bridge which finished in 1831, is spanning over the River Cam. Its beauty is best admired while punting along the River Cam.

Westminster Bridge, London, UK. The current bridge is a cast iron arch bridge, standing proudly next to Big Ben and the Houses of Parliament. It offers one of the best views of London’s landmarks. Even Monet and Canaletto capture the beauty of the bridge through their painting. Actually, the first bridge, which is a stone arch bridge, is built around 1750. However, the bridge is subsiding badly and rebuilt in 1862 as a cast iron arch bridge.

Tower Bridge, London, UK. Well, it is definitely my most favorite bridge in the world. Long before I studied in London, I had already written about it in that high school assignment. Years later, the first place I went to when I arrived in London was, of course, Tower Bridge. Completed in 1894, the Tower Bridge is a combination of suspension and bascule bridge. When visiting London, you should look for its lift time, so you can see how wonderful this bridge when lifting its deck.

Bridge of Sighs, Oxford, UK. Quite similar in concept to Cambridge’s, but instead of crossing a river, this one crosses a road connecting two parts of Hertford College in Oxford. Finished in 1914, with its beautiful architecture, besides Radcliffe Camera, this bridge is one of the popular photo spots in Oxford as well.

Jiefang Bridge, Tianjin, China. I saw this steel truss bascule bridge during a river cruise in Tianjin. A blend of steel truss structure and bascule system. I saw it during night and the lights are just so fascinating highlighting the complexity of its structure. This bridge is finished in 1927.

Harbour Bridge, Sydney, Australia. A massive steel arch bridge which built in 1932, famously known as the widest long-span bridge in the world. I really like it when passing this bridge and see the steel structure above me. You can enjoy the view of this bridge close and afar, especially from the sydney opera house area.

Story Bridge, Brisbane, Australia. A steel cantilever truss bridge finished in 1940. I was in awe when I saw the details of its truss structure up close. Visiting it at night was really worth it, I even try to capture the beauty if it through my painting.

London Bridge, London, UK. I think most of us already familiar with the name, because of our childhood song. However, the current bridge which finished in 1973 is a prestressed concrete structure, simple yet play significant role for the traffic.

Millennium Bridge, London, UK. A sleek steel suspension pedestrian bridge that leads you straight to Tate Modern. I like the modern design of it, but it’s said when the bridge just finished in 2000, it is quite wobbly.

MediaCityUK Footbridge, Salford, UK. A modern cable-stayed pedestrian bridge built in 2011 with a striking design. the bridge has asymmetric twisted deck, where a boat can pass through it.

3D-Printed Bridge, Amsterdam, Netherlands. This bridge is second on my list after Van Gogh museum when I visited Amsterdam. What makes this bridge interesting is because it’s the world’s first fully 3D-printed steel bridge. This 3D-printed steel bridge is completed in 2021. As a civil engineer which passionate with digital technology this bridge show a glimpse into the future of construction technology.

Every bridge I’ve visited tells a different story. Some are centuries old, while others are relatively new. Some are carrying rich history and some are showcasing the latest technology. But all of them remind me that a bridge is more than just a structure, it is a fusion of engineering and art. Above that, bridges feel like pathway of civilization which connecting people and places that help communities grow.

Sekilas tentang Lean Construction

Posted on March 10, 2020 by Nabila Satwikawati

Well, sudah lama nggak nulis sesuatu yang berfaedah. Kali ini gue mau bahas sekilas tentang Lean Construction.

Lean construction sendiri bisa diartikan sebagai konstruksi ramping. Secara sederhananya tujuan dari lean construction ini adalah meningkatkan value suatu produk (dalam hal ini bangunan) dengan mengimplementasikan prinsip dasar lean construction. Prinsip lean construction sendiri sebetulnya mengadopsi sistem lean production yang sudah lama diterapkan pada pada industri manufaktur.

Penerapan lean ini dilakukan sejak masa perencanaan konstruksi. Terdapat 6 prinsip dasar di dalam Lean Construction. Yakni

Identify value from the customer’s point of view. Memahami nilai-nilai yang diinginkan oleh customer.
Define the value stream. Setelah keinginan customer terdefinisikan dengan baik. Selanjutkan didefinisikan tahapan proses yang dapat mencapai tujuan tersebut meliputi metode/aktivitas, pekerja, informasi, equipment dan material.
Eliminate waste. Meminimalisir atau menghilangkan potensi terjadinya waste.
Flow of work processes. Mendefinisikan alur kerja yang continuous dan tidak terganggu. Selanjutnya melaksanakan pekerjaan sesuai dengan proses yang telah didefinisikan.
Pull planning and scheduling. Menentukan workflow serta sequence pekerjaan berdasarkan kebutuhan downstream (bottom up). Pihak yang terlibat diharapkan berkomunikasi dan berkolaborasi untuk menetukan urutan pekerjaan.
Continuous improvement. Perbaikan wecara terus menerus terhadap proses konstruksi.

Nah, seperti bahasan di atas salah satu prinsip dasar Lean Construction adalah mengeliminasi waste. Di lean construction ini yang dimaksud dengan waste tidak hanya waste berupa material saja, seperti yang selama ini banyak kita kenal. Ada beberapa jenis waste yang dikenal di dalam Lean Construction, biasanya jenis waste tersebut disingkat DOWNTIME yang terdiri dari

Defect
Overproduction
Waiting
Non Utilized Talent
Transportation
Inventory
Motion
Extra Processing

Harapannya dengan pengimplementasian Lean Construction ini suatu proyek dapat meningkatkan nilai produksinya.

Sekilas tentang Metode NATM dan TBM

Posted on March 3, 2018 by Nabila Satwikawati

Jadi setelah beberapa interlude-interlude kemarin, gue ingin mencoba agak produktif hari ini. Gue pulang agak lebih cepet dari biasanya kemarin, karena selama empat hari sebelumnya, gue pulang kelewat malem terus gara-gara ada course after office hour gitu. Oke, jadi kali ini gue mau bahas in brief tentang tunneling method, sebetulnya artikel ini udah mau gue post dari kemarin-kemarin cuma draftnya nggak kunjung selesai. Well, sebagai gambaran gue sendiri memang belum pernah terlibat dalam proyek tunnel ataupun tunnel design.

Sekitar akhir tahun lalu, gue melakukan site visit ke salah satu proyek tunnel yang lagi berjalan bersama beberapa praktisi geotek. Jadi ceritanya waktu itu gue lagi ikut course geotek tahunan di Bandung dan di akhir course itu para participant diajak untuk site visit ke Terowongan Cisumdawu. Terowongan Cisumdawu ini menggunakan metode konstruksi NATM (New Austrian Tunneling Method). Di hari sebelumnya, kita, para participant, udah diminta untuk membuat pemodelan NATM ini dengan Plaxis. Jadi udah ada sedikit gambaran lah kira-kira metodenya ini seperti apa. Kebetulan juga salah satu pematerinya Prof. Helmut dari TU Graz, Austria. Nah sebelum gue ikut course kemarin, metode tunneling yang gue tau hanya TBM yang saat ini lagi digunakan untuk proyek MRT Jakarta dan D&B, jadi metode NATM ini baru banget buat gue. Well, di in brief post gue kali ini gue mau bahas kedua tunneling method ini: NATM dan TBM.

TBM (Tunneling Bor Machine) Method. Metode pertama yang mau gue bahas adalah TBM, gue rasa cukup banyak temen-temen yang udah tau TBM itu apa. Yes, metode ini sedang diterapkan pada Proyek MRT Jakarta. Proyek MRT yang saat ini sedang berjalan, menggunakan 4 mesin bor yang diberi nama Antareja I, Antareja II, Mustika Bumi I, dan Mustika Bumi II. (Ini agak random sih, tapi ada yang cukup menarik dengan nama Antareja ini, dalam pewayangan Jawa, Antareja merupakan anak dari Bima yang punya kemampuan buat berjalan di dalam bumi). TBM yang digunakan pada proyek MRT Jakarta menggunakan jenis Earth Pressure Balance (EPB) karena jenis tanahnya yang didominasi oleh silty clay.

Tunneling Bor Machine atau seringkali disebut Mole (credit to railsystem.net)

TBM ini berfungsi untuk proses tunneling sekaligus ring building. Pada proses Tunneling, cutter head pada TBM berfungsi untuk menggerus tanah. Lalu tanah hasil gerusan dari cutter head disimpan ke dalam mixing chamber. Selanjutnya tanah tersebut dibawa oleh screw conveyor dan diteruskan ke belt conveyor untuk selanjutnya dibuang ke luar area terowongan. Pada saat yang bersamaan juga proses ring buildig dilakukan. Pada proyek MRT Jakarta, ring building ini terdiri dari segmen-segmen beton. Nantinya setelah terbentuk satu ring beton utuh, mesin TBM akan bergerak maju.

NATM (New Austrian Tunneling Method). Lalu selanjutnya adalah metode NATM, NATM sendiri kepanjangan dari New Austrian Tunneling Method atau biasa juga disebut SEM (Sequential Excavation Method). Seperti yang udah dibahas sebelumnya, saat ini NATM sedang digunakan di proyek Terowongan Cisumdawu. Selain itu metode ini digunakan juga di Proyek Terowongan Notog, Purwokerto. Berbeda dengan metode sebelumnya, NATM nggak menggunakan boring machine. Excavation pada terowongan dilakukan secara manual dan bertahap.

Typical NATM excavation. (credit to Prof. Helmut F. Schweiger)

Tahapan pertama dalam metode ini adalah proses excavation pada area tunnel yang dapat dilakukan dengan menggunakan alat twin header. Pembuangan tanah kerukan dapat menggunakan loader tertentu disesuaikan dengan diameter tunnel. Setelah itu proses excavation dilanjutkan dengan pekerjaan temporary support menggunakan rock bolt, wire mesh dan steel rib. Lalu dilakukan proses proteksi pada area dinding dengan menggunakan shotcrete. Selanjutnya untuk ring building, dilakukan secara cast in situ, didahului dengan pembesian dinding struktur dan pengecoran. Pada tahapan akhir dilakukan back fill grout untuk memperbaiki retak-retak yang terjadi pada dinding tunnel.

Cisumdawu Tunnel Project

Well, selama gue kerja, sebetulnya gue sangat jarang banget terlibat dalam hal-hal yang bersinggungan dengan geoteknik. Kecuali pas gue lagi OJT, gue sempat terlibat dalam braced excavation design untuk salah satu proyek kita di Jakarta. Tapi selama tiga tahun ini gue diminta untuk ikut annual geotechnical course yang biasanya diadain akhir tahun. Nah, disinilah biasanya gue bertemu dengan praktisi-praktisi geotek dan ngerefresh bidang keilmuan gue selama kuliah dulu. Gue sendiri udah menyebrang cukup jauh selama 2 tahun ini dan sekarang gue malah lagi mencoba mempelajari BIM.

Dunia Konstruksi di Era Disrupsi dan Sekilas tentang BIM

Posted on October 14, 2017 by Nabila Satwikawati

Nah seperti yang telah gue sampaikan di post sebelumnya, kali ini gue mau membahas tentang disruption era yang terjadi saat ini. Disini gue mau membahas sedikit tentang dunia konstruksi di tengah era disrupsi dan sekilas tentang BIM. Gue sendiri masih masih sangat newbie sekali di bidang konstruksi, baru beberapa tahun sejak gue lulus dan bergabung di bidang ini. Belum lama sejak gue bergabung, gue menyadari bahwa bidang yang gue tekuni saat ini juga turut terdisrupsi.

Disruption era memang datang bagai ombak, true disruption can hit an industry like tsunami, washing over incumbents and forcing industry to change or risk getting drowned out. Hugh MacLeod mengilustrasikan disruption ini dengan sangat apik. Thanks Hugh! I always love your cartoon, it’s so on point!

Disruption is a Wave by Hugh MacLeod

Istilah disrupsi sebetulnya sudah diperkenalkan sejak tahun 1995, namun belakangan istilah ini menjadi marak kembali. Di dunia disrupsi sudah menyerang banyak lini industri, ada yang survive karena mampu beradaptasi, ada pula yang harus tergilas dengan disruption wave ini. Salah satu perusahaan raksasa yang harus tergilas oleh disruption wave ini adalah Kodak, perusahaan yang sudah bergerak di bidang kamera dari tahun 1888. Kejatuhan Kodak bukan disebabkan karena teknologi, prototype kamera digital bahkan ditemukan oleh seorang engineer di kodak. Kodak menemukan teknologinya, tapi nggak menginvestasikan untuk teknologi tersebut. Sebagai referensi barangkali bisa dibuka bahasan HBR yang cukup komprehensif disini

Di Indonesia sendiri kita bisa melihatnya langsung bagaimana model bisnis berubah, betapa banyak start up yang bermunculan. Gojek misalnya yang diklaim sebagai unicorn pertama Indonesia, merubah model industri transportasi umum kita. Pergeseran model bisnis bisa kita lihat juga dengan banyaknya start up jual beli yang bermunculan, Bukalapak, Tokopedia, you name it lah. Beberapa yang menyadari adanya disrupsi di industri mereka buru-buru beradaptasi dengan menyediakan platform online, seperti Matahari atau Periplus misalnya. Yep, here comes the disruption era.

Lalu apa kabar dengan dunia konstruksi? Apakah disruption wave yang ramai dikabarkan menghantam berbagai lini industri juga menghantam industri konstruksi ini? Yes, gue rasa cepat atau lambat industri ini juga akan terdisrupt. Perkembangan IOT (Internet of Things) dan teknologi ini benar-benar mengahantam semua lini. Dalam suatu paparan yang gue dapatkan minggu lalu, industri konstruksi dan pertanian memang termasuk industri yang agak lamban mengalami perubahan dibandingkan industri lainnya beberapa tahun belakangan ini, tapi ini nggak berarti industri ini tidak akan berubah. Ketika disruption wave nantinya datang dan mengacaukan semuanya, kita harus aware apakah safety zone kita berubah.

Dalam suatu konferensi yang sama di minggu lalu, gue melihat beberapa perkembangan teknologi konstruksi asing yang sangat maju. Hanhwa misalnya, kontraktor asal Korea Selatan ini saat ini sedang mengembangkan Bismayah New City di Baghdad, dengan total 100.000 unit residential di lahan seluas 1.800 hektar dalam waktu 6 tahun. Mereka membangun kota baru ini dengan teknologi BIM untuk memastikan semuanya terintegrasi dengan baik. Yah BIM barangkali yang akan menjadi salah satu pendisrupsi bagi industri konstruksi. Gaung BIM sendiri sudah mulai terdengar di dalam negeri. Beberapa pioneer BIM sudah mulai bergerak dan mencoba mengedukasi mengenai sistem ini, sistem yang sudah masuk ke dalam regulasi beberapa negara.

Sekilas tentang BIM

BIM sendiri merupakan abreviasi dari Building Information Modeling. Sederhananya BIM ini merupakan suatu sistem, bukan software yang berdiri sendiri. BIM ini bekerja dengan mengintegrasikan dan mengcompile hasil beberapa pemodelan menjadi satu, sehingga nantinya semakin banyak informasi yang bisa digenerate dari dalam model tersebut.

Autodesk mendefinisikan BIM sebagai intelligent 3D model-based process that gives architecture, engineering, and construction (AEC) professionals the insight and tools to more efficiently plan, design, construct and manage buildings and infrastructure.

Well, kalau biasanya kita mengenal sampai dengan model 3D di bidang konstruksi ini. Di dalam BIM ini kita akan mengenal sampai dengan model 7D. Semakin meningkat level dimensinya, maka akan semakin banyak informasi yang bisa digenerate. Karena BIM ini merupakan suatu sistem, tentunya BIM ini berkaitan dengan banyak software. Beberapa pengembang software besar diantaranya AutoDesk, Bentley, Trimble dan CSI. Hasil pemodelan setiap software ini nantinya dapat terintegrasi satu sama lain.

Dengan BIM ini harapannya proses pelaksanaan konstruksi dapat menjadi lebih efektif dan efisien, karena model telah dikembangkan sebelum masa konstruksi dimulai. Disini, nantinya juga dapat dilakukan mitigasi resiko dan proses pengontrolan sumber daya yang lebih terarah. Tidak hanya sampai di masa konstruksi saja, melainkan sampai dengan masa maintenance, diharapkan model BIM ini nantinya juga akan mempermudah proses controlling oleh facility engineer.

Satu hal yang harus menjadi perhatian disini adalah untuk mengembangkan model BIM ini diperlukan data yang sangat lengkap. Trash in = Trash Out. BIM hanyalah sistem yang bisa mengintegrasikan beberapa pemodelan menjadi satu. Dan setiap pemodelan tersebut tentunya memerlukan informasi yang lengkap bila ingin dimodelkan secara baik. Keakuratan informasi yang bisa digenerate dari model tersebut tentu dipengaruhi oleh kelengkapan informasi yang dijadikan sebagai input.

Yah welcome to the disruption era, where technology also transforming the way that buildings and infrastructure designed, constructed and operated.

Sekian untuk post pagi ini, gue masih menunggu di sudut kedai kopi sambil menunggu kereta yang akan berangkat setengah sebelas nanti. Mendapat sedikit alasan untuk pelarian kecil ke Bandung minggu ini. Selamat berakhir pekan.

Sekilas tentang Project Cost Management

Posted on April 10, 2017 by Nabila Satwikawati

Nah kali ini gue mau membahas sekilas tentang project cost management. Malam ini gue lagi stuck di site project karena besok pagi ada serah terima parsial project gue ke owner. Mostly temen-temen gue sekarang lagi pada lembur, buat mastiin besok pagi semuanya udah siap untuk diserah terimakan. Gue memilih untuk stay di site office karena suasana di lapangan terlalu hectic. Anyway, gue satu-satunya cewek yang tersisa malam ini di site.

Proyek di Kala Senja

Well, balik lagi ke bahasan sebelumnya, Project Cost Management bisa diartikan sebagai serangkaian proses yang diperlukan untuk memastikan kalau project kita bakal selesai sesuai dengan budget yang telah disepakati. Project Cost Management sendiri kira-kira bisa dibagi ke dalam empat tahap: 1) Resource Planning 2) Cost Estimating 3) Cost Budgeting dan 4) Cost Control. Nah setiap tahapan ini saling berkaitan satu sama lain. Seenggaknya tiap tahapan ini umumnya muncul paling tidak sekali dalam setiap fase proyek.

1) Resource Planning

Tahapan yang paling pertama adalah Resource Planning, di tahapan ini kita melakukan penentuan atau pemilihan resources yang akan digunakan (seperti tenaga kerja, peralatan serta material) dan juga quantitynya.

Pada tahapan Resource Planning ini dibutuhkan work breakdown structure (WBS ) untuk dapat mengidentifikasi pekerjaan seperti apa saja yang akan dilakukan sehingga nantinya kita dapat menentukan resource yang akan digunakan. Diperlukan pula historical information dari proyek-proyek serupa yang telah berlangsung. Selain itu kita juga perlu mengetahui objektif dari proyek serta durasi yang telah ditetapkan. Dan terakhir yang nggak kalah penting adalah kita perlu juga mengetahui policy organisasi kita mengenai resources planning ini seperti apa, kayak rentaling atau purchasing material and equipment.

Dalam melakukan resource planning ini biasanya diperlukan expert judgement. Selain itu kita dapat juga menggunakan software-software yang terkait dengan project management untuk membantu mengorganisir resources-resources yang kita gunakan.

Output dari akhir tahapan ini nantinya akan menghasilkan kebutuhan resources (Recources Requirement)

2) Cost Estimating

Setelah melakukan resource planning, kita beranjak ke cost estimating. Pada tahapan ini kita diminta untuk melakukan estimasi/valuasi terhadap resources requirement yang telah ditentukan. Nah untuk menentukan cost estimating ini diperlukan rate dari tiap resources yang kita gunakan. Kita juga harus memperhatikan adanya variabel resiko dalam proses cost estimating kita.

Ada beberapa teknik yang dapat dilakukan dalam cost estimating

Analogous Estimating atau biasa juga disebut Top Down Estimating. Dilakukan dengan menggunakan basis real cost dari project serupa yang sudah dilakukan sebelumnya. Umumnya dilakukan untuk mengestimasi total project cost ketika data-data yang tersedia tidak begitu mnedetail. Merupakan salah satu bentuk expert judgement. Tidak membutuhkan banyak biaya, namun juga memiliki tingkat keakuratan yang rendah.
Parametric Modeling melibatkan parameter-parameter project tertentu dan menerjemahkannya dalam model matematis untuk memprediksi project cost. Dapat berupa model sederhana atau model yang rumit. Tingkat keakurasiannya juga bervariasi tergantung model yang digunakan. Historical information dan kelengkapan data lainnya mempengaruhi akurasi teknik estimasi ini
Bottom Up Estimating teknik ini dilakukan dengan mengestimasi nilai satuan-satuan pekerjaan atau grup pekerjaan. Lalu nantinya disummarykan sehingga didapatkan total project cost. Keakuratan teknik ini ditentukan dari seberapa kecil kita membreakdown pekerjaan kita dengan mengestimasi nilainya.

Output dari tahapan ini adalah cost estimate yang umumnya ditampilkan dalam currency. Di dalam cost estimate ini harus sudah terkandung pula contigency plan sebagai pertimbangan adanya variable resiko. Selain mendapatkan cost estimate, pada tahapan ini kita dapatkan pula supporting detail seperti estimasi scope of work yang mengacu kepada WBS, basis data yang digunakan untuk estimasi serta asumsi-asumsi yang digunakan.

3) Cost Budgeting

Tahap selanjutnya adalah cost budgeting, bagaimana kita mengalokasikan cost estimate yang sudah ada ke dalam satuan pekerjaan atau grup pekerjaan. Input yang dibutuhkan dalam cost budgeting ini adalah cost estimate, WBS, project schedule dan juga risk management plan.

Teknik yang digunakan dalam cost budgeting serupa dengan teknik yang digunakan pada cost estimate. Nantinya output yang dihasilkan pada tahapan ini adalah cost baseline yang merupakan time-phased budget, biasanya digambarkan dalam bentuk kurva S.

4) Cost Control

Nah yang terakhir adalah cost control. Setelah menentukan resource yang akan digunakan, mengestimte cost project dan melakukan budgetingnya selanjutnya yang perlu kita lakukan adalah melakukan cost control.

Dalam melakukan cost control ini kita harus melakukan monitoring cost performance untuk bisa mendeteksi dan memahami variasi yang terjadi terhadap rencana kita. Kita juga harus memastikan kalau variasi-variasi tersebut terecord dengan akurat. Stakeholder-stakeholder juga dipastikan harus terinfokan mengenai variasi-variasi yang terjadi.

Output yang dihasilkan pada tahapan ini adalah

Revised Cost Estimate, yang merupakan modifikasi cost estimate yang ada setelah dilakukan adjustment terhadap aspek-aspek proyek atau variasi
Budget Updates yang merupakan perubahan terhadap cost baseline yang telah disepakati
Estimaste at Completion atau EAC merupakan perkiraan dari total project cost berdasarkan performance proyek.
Lesson learned seperti penyebab variansi yang terjadi dan lainnya sebaiknya didokumentasikan dengan baik, untuk dijadikan sebagai database yang dapat dimanfaatkan untuk project terkait ataupun project-project lainnya

Yah gue rasa itu sekilas tentang Project Cost Management. Untuk tahapan yang paling terakhir, terkait cost control kayaknya bisa dibahas lebih dalam lagi. Kalau mau referensi yang lebih mendalam mungkin bisa pakai PMBOK (Project Management Body of Knowledge) yang diterbitkan oleh PMI

Sekilas tentang MSE Wall

Posted on December 20, 2016 by Nabila Satwikawati

MSE Wall adalah tema yang gue ambil buat TA gue kemarin. Tapi kayaknya nama MSE Wall ini masih belum familiar karena beberapa kali ketika gue ngobrol atau lagi interview, banyak yang masih mempertanyakan apa itu MSE Wall. Well, jadi apa sih MSE Wall itu?

mse-wall

credit to University of Kentucky Transportation Center

Gue sendiri tau MSE Wall dari senior gue, ketika gue mau TA dulu. Kebetulan dosbing kita sama. Thanks to him. MSE Wall sendiri kepanjangan dari Mechanically Stabilized Earth Wall. Secara sederhananya MSE Wall ini merupakan tipe retaining wall yang memanfaatkan kombinasi facing wall dan lateral reinforcement. Nah lateral reinforcementnya biasanya diinstall pada setiap ketebalan tertentu. Well, salah satu referensi yang dapat digunakan untuk melakukan desain dan juga analisis dari MSE Wall ini adalah FHWA -NHI-00-043 tentang MSE Wall dan kalau untuk versi Indonesianya kita bisa pakai Pedoman PU No. 003/BM/2009 tentang perkuatan tanah dengan geosintetik.

Komponen utama dari MSE Wall sendiri diantaranya facing wall, lateral reinforcement dan tentunya timbunan tanah yang kita gunakan. Karena menggunakan lateral reinforcement analisis yang dilakukan terhadap MSE Wall ini lebih mengarah pada analisis timbunan. Walau pada beberapa kasus juga dilakukan proses penggalian tanah asli. Jenis-jenis MSE Wall sendiri sangat beragam tergantung komponen lateral reinforcement atapun facing wall yang digunakan. Untuk lateral reinforcement umumnya digunakan material extensible seperti geogrid ataupun geotextile. Namun juga dapat digunakan material inextensible seperti metal strip. Sedangkan facing wall ataupun dinding muka yang digunakan juga beragam, dapat berupa dinding beton, gabion ataupun modul beton. Sedangkan untuk tanah timbunan disarankan untuk digunakan tanah granular, karena tanah granular cenderung memiliki kekuatan yang tinggi. Selain itu tanah granular juga mudah dikompaksi dan dapat meloloskan air. Well, drainase juga menjadi hal yang harus diperhatikan karena sangat mempengaruhi kekuatan tanah timbunan yang ada.

Analisis dan desain MSE Wall mulanya banyak menggunakan metoda Allowable Stress Design (ASD) namun saat ini desain MSE Wall sudah dapat menggunakan metoda Load and Resistance Factor Design (LRFD). Well nggak begitu banyak sih perbedaan diantara keduanya. Pemeriksaan stabilitas dari MSE Wall untuk keduanya juga dilakukan untuk stabilitas internal dan eksternalnya. Stabilitas eksternal pada MSE Wall merupakan stabilitas global dari MSE Wall. Dimana seperti analisis yang umumnya digunakan pada retaining wall: stabilitas terhadap sliding, guling dan bearing capacitynya. Sedangkan stabilitas internalnya lebih terfokus pada pemeriksaan tahanan dari lateral reinforcementnya.

Untuk pemodelan MSE Wall dapat dilakukan menggunakan software finite element seperti Plaxis ataupun Abaqus. Sebenarnya pemodelan dapat dilakukan juga menggunakan limit equilibrium method, hanya saja analisis yang dapat dialkukan hanya untuk stabilitas globalnya saja. MSE Wall cukup banyak digunakan di jalan-jalan ataupun di daerah pertambangan.

Nah gue rasa sekian dulu untuk bahasan MSE Wall ini.

A Daydreamer's Journal

Category Archives: Construction