Hasil Pencarian  ::  Simpan CSV :: Kembali

"Tesis ini membahas tentang evaluasi sistem pengendalian manajemen proyek ketenagalistrikan di PT PLN (Persero) berdasarkan levers of control dari Robert Simons, pengendalian di setiap aktivitas pengelolaan, dan pengaturan aktivitas sesuai sequence activities. Hasil evaluasi digunakan untuk memberikan saran pencegahan atas keterlambatan penyelesaian proyek dan memberikan gambaran disain supaya proyek selesai tepat waktu. Berdasarkan tesis ini, perusahaan telah membangun pengendalian sesuai levers of control namun perlu memberikan perhatian lagi pada outsourcing yang belum memahami belief system & business conduct boundary, pemanfaatan hasil diagnostic control system yang lebih banyak reaktif dibanding preventif, dan terhadap pegawai yang kurang berpartisipasi dalam interactive control system. Tesis ini juga menunjukkan terdapat aktivitas yang berisiko menyebabkan penyelesaian proyek jadi terlambat dan pengaturan yang belum berurutan, yaitu ketika dokumen disain awal/engineer cost estimate yang disusun oleh konsultan luar dan penyusunan tender document/draf kontrak tidak menyebutkan secara spesifik apakah harga kontrak sudah termasuk/tidak termasuk pajak sehingga berpotensi sengketa, kontrak sudah ditandatangani meskipun pendanaan/perizinan/pembebasan lahan belum tuntas, dan ketika terjadi inisiasi proyek secara mendadak atas permintaan pihak luar yang berwenang sehingga persiapan konstruksi kurang memadai. Terjadinya sengketa, belum tuntasnya pendanaan/ perizinan/pembebasan lahan, dan persiapan yang kurang memadai seringkali menyebabkan penundaan/kendala konstruksi, yang akhirnya penyelesaian proyek menjadi terlambat.

---

This thesis discusses evaluation control system of electricity project management at PT PLN (Persero) according to levers of control of Robert Simons, control of every activity, and settings of activities according to sequence activities. The result is to provide prevention advices of project completion tardiness and to give design overview so the project would be completed timely. In this research, the company has built control system in according to levers of control, but it needs to pay attention to outsourcing which does not understand the belief system & business conduct boundary, utilization of diagnostic control system more reactive than preventive, and employees who participate less in interactive control system. Research also shows that there are risky activities which cause the lateness of project completion and not sequent settings, ie when the basic design/cost estimate arranged by outsider consultant and preparation of tender document/draft of contract not mention specifically whether the contract price included/excluded taxes so potentially dispute, signed contract though funding/licensing/land acquisition incomplete, and when occurs initiation of the project suddenly by request of the authorized outsider party so the preparation of the construction is inadequate. Disputes, funding/licensing/land acquisition incomplete, and inadequate preparation often cause delay/constraints of construction, that finally completion of the project become late."

"Kebutuhan energi listrik di Indonesia meningkat 2,1 pada tahun 2015. Hal ini disertai dengan meningkatnya nilai aset. Saat ini nilai aset PLN mencapai Rp 1.115 Triliun pada awal tahun 2016. Pemangku kepentingan menyatakan untuk meningkatkan kinerja manajemen aset. Implementasi manajemen aset di unit-unit PLN teridentifikasi bermasalah. Permasalahan tersebut diantaranya integritas data, lamanya proses akuisisi dan penghapusan aset, sistem informasi yang silo-silo. Kehadiran teknologi informasi di Unit Distribusi Jakarta yang tidak cukup memberi dukungan pada strategi bisnis perusahaan. Perancangan enterprise architecture EA sistem manajemen aset merupakan salah satu solusi dalam membantu menyelaraskan antara strategi bisnis dengan strategi teknologi informasi pada unit Distribusi Jakarta. Kerangka kerja TOGAF menjadi pilihan dalam membuat perancangan EA sistem manajemen aset. TOGAF memiliki 2 siklus iteratif Architecture Contect dan Architecture Delivery dan 5 tahap Tahapan awal, tahapan arsitektur visi, tahapan arsitektur bisnis, tahapan arsitektur sistem informasi, tahapan arsitektur teknologi untuk menghasilkan sebuah penelitian studi kasus sebuah rancangan EA. Perancangan dibangun menggunakan instrumen data perusahaan. Data tersebut menghasilkan 3 lapisan yakni bisnis, informasi data-sistem dan teknologi. Keluaran dari 5 tahapan TOGAF berupa dokumentasi EA seperti 6 text Prinsip arsitektur, tujuan arsitektur, visi misi, prinsip data, prinsip aplikasi, prinsip teknologi , 5 matrik matrik pemangku kepentingan, matrik interaksi bisnis, matrik fungsi data, matrik data aplikasi, matrik teknologi aplikasi , 2 katalog Katalog data dan katalog sistem informasi dan 6 diagram Diagram value chain, diagram model bisnis, diagram konsep solusi, diagram dekomposisi organisasi, diagram logika data, diagram use case . Perancangan EA sistem manajemen aset dapat memberikan dukungan dalam keselarasan antara strategi bisnis dan strategi teknologi informasi yang pada akhirnya memberi kontribusi berupa tercapainya target perusahaan seperti kepuasan pelanggan, peningkatan penjualan dan lain sebagainya.

---

Electricity demand in Indonesia increased 2.1 in 2015. This is accompanied by an increase in asset value. Currently, PLN 39 s asset value reaches 1,115 Trillion IDR at the beginning of 2016. Stakeholders stated to improve asset management performance. Implementation of asset management in PLN units identified problematic. These problems include data integrity, length of the acquisition process and asset removal, silo information system. The presence of information technology in the Jakarta Distribution Unit is not enough to support the company 39 s business strategy. The design of enterprise architecture EA asset management system is one solution in helping to align business strategy with information technology strategy at Jakarta Distribution unit. The TOGAF framework becomes an option in making the EA asset management system design. TOGAF has 2 iterative cycles Architecture Content and Architecture Delivery and 5 stages initial stages, phases of vision architecture, business architecture stages, information system architecture stages, technology architecture stages to produce a case study of an EA design.

The design is built using corporate data instruments. The data generate 3 layers of business, information data systems and technology. The output of the 5 TOGAF stages is EA documentation such as 6 text Architecture Principle, architectural purpose, mission vision, data principle, application principle, technology principle , 5 matrices matrix stakeholders, business interaction matrix, data function matrix, application data matrix, Matrix of application technology , 2 catalogs Catalog data and information system catalog and 6 diagrams Value chain diagram, business model diagram, concept concept diagram, organizational decomposition diagram, data logic diagram, use case diagram . EA 39 s asset management system design can provide support in alignment between business strategy and information technology strategy that ultimately contributes to the achievement of corporate targets such as customer satisfaction, sales increase etc. "

"Manajemen Proyek konstruksi yang dilaksanakan oleh Divisi Konstruksi meliputi pembangunan Pembangkit, Transmisi dan Gardu Induk. Pada Divisi Konstruksi Jawa Bagian Timur, Madura dan Bali bidang konstruksi jaringan memelakukan fungsi pembinaan, pengawasan dan pengendalian kontrak konstruksi transmisi dan gardu induk. Industri konstruksi di Indonesia tidak luput dari dampak pandemi Covid-19 di Indonesia termasuk proyek jaringan ketenagalistrikan PT PLN (Persero). Pandemi Covid-19 menyebabkan timbulnya kebijakan dari pemerintah dalam hal ini Gubernur, Bupati dan walikota untuk mencegah penyebaran covid-19 melalui Pembatasan Sosial Berskala Besar (PSBB). Meskipun sektor konstruksi merupakan tempat kerja/kantor yang masuk dalam kategori yang dikecualikan namun PSBB memberikan dampak terhadap pembatasan interaksi kegiatan kerja pada proyek konstruksi di PT PLN (Persero). Hal tersebut akan menyebabkan terganggunya waktu penyelesaian pekerjaan karena sumber daya proyek (man, material, machines) yang dibatasi. Pemberlakuan PSBB sebagai akibat dampak pandemi Covid-19 menyebabkan terganggunya penyelesaian pekerjaan Konstruksi Proyek Jaringan Ketenagalistrikan PT PLN (Persero) dan menyimpan potensi permasalahan dari sisi kontrak konstruksi yaitu berupa pengajuan klaim dari penyedia jasa berupa delay waktu pekerjaan, dan tambahan biaya. Mekanisme penanganan kontrak akibat dampak pandemi Covid-19 merujuk kepada ketentuan kontrak dan peraturan pengadaan barang dan jasa PT PLN (Persero). Penyelesaian klaim atas perubahan jadwal pelaksanaan pekerjaan dapat diberikan perpanjangan waktu pelaksanaan dengan melihat penyebab keterlambatan yaitu keterlambatan yang disebabkan oleh penyedia jasa dan keadaan yang terjadi diluar kehendak para pihak (keadaan kahar). Keterlambatan dari sisi pengguna jasa jika adanya larang perjalanan/pembatasan supervisi konstruksi sehubungan dengan peraturan internal PT PLN (Persero) dan Keterlambatan disebabkan keadaan kahar diberlakukan pada kondisi PSBB sebagai akibat dampak pandemi Covid-19. Pengajuan klaim tambahan biaya sehubungan dampak pandemi Covid-19 menurut pengadaan barang dan jasa PT PLN (Persero) diselesikan secara ketentuan kontrak melalui negosiasi musyawarah mufakat, namun jika mempertimbangkan ketentuan FIDIC atas dampak Covid-19 sebagai keadaan kahar maka hanya dapat diberikan kompensasi perpanjangan waktu tanpa kompensasi. Potensi sengketa kontrak dapat muncul apabila kedua bela pihak tidak sepakat terhadap tambahan biaya yang ditimbulkan sehingga sesuai kontrak diselesaikan melalui jalur arbitrase.

---

Construction Project Management carried out by the Construction Division includes the construction of Power Plants, Transmission and Substation. In the East Java, Madura and Bali Construction Division, the network construction sector carries out the functions of guidance, supervision and control of transmission and substation construction contracts. The construction industry in Indonesia has not escaped the impact of the Covid-19 pandemic in Indonesia, including the Electrical Power Transmission Line Project of PT PLN (Persero). The Covid-19 pandemic led to the emergence of policies from the government in this case the Governor, Regent and mayor to prevent the spread of Covid-19 through Large-Scale Social Restrictions (PSBB). Although the construction sector is a workplace / office that is included in the exempt category, PSBB has an impact on limiting the interaction of work activities on construction projects at PT PLN (Persero). This will disrupt the completion time of work because of limited project resources (man, material, machines). The implementation of the PSBB as a result of the impact of the Covid-19 pandemic caused disruption in the completion the Electrical Power Transmission Line Project of PT PLN (Persero) and saved potential problems from the construction contract side, namely in the form of submitting claims from service providers in the form of work time delays and additional costs. The contract handling mechanism due to the impact of the Covid-19 pandemic refers to the contract provisions and regulations for the procurement of goods and services of PT PLN (Persero). Settlement of claims for changes to the schedule of work implementation can be given an extension of the implementation time by looking at the causes of delays, namely delays caused by service providers and conditions that occur outside the will of the parties (force majeure). Delays from the service user side if there is a travel ban / construction supervision restrictions in connection with the internal regulations of PT PLN (Persero) and the delay is due to force majeure imposed on PSBB conditions as a result of the impact of the Covid-19 pandemic. Submission of additional cost claims in connection with the impact of the Covid-19 pandemic according to the procurement of goods and services of PT PLN (Persero) is completed under contract terms through negotiation of consensus, but if you consider the FIDIC provisions for the impact of Covid-19 as a force majeure, compensation for extended time can only be given compensation. The potential for contract disputes can arise if the two parties do not agree on the additional costs incurred so that according to the contract it is resolved through arbitration."

"Kondisi pelaksanaan konstruksi di Indonesia yang terdampak akibat pandemi COVID-19 mulai bergerak bangkit lagi di awal tahun 2021. Kondisi mulai pulihnya kegiatan konstruksi di Indonesia mengingatkan kita pada potensi kerentanan kegiatan konstruksi terkait dengan keselamatan pekerjaan konstruksinya. Pemerintah Indonesia telah membuat berbagai regulasi, standar, sistem maupun protokol keselamatan kerja konstruksi di Indonesia. Khususnya sejak tahun 2012 hingga tahun 2019 sedikitnya terdapat dua sistem manajemen keselamatan yang wajib dilaksanakan pada lingkungan kerja sektor kontruksi yaitu SMK3 (Sistem Manajemen Keselamatan dan Kesehatan Kerja) serta SMKK (Sistem Manajemen Keselamatan Konstruksi). Kedua sistem manajemen penjamin keselamatan tersebut wajib dilaksanakan secara bersama-sama di lingkungan kerja konstruksi. Pelaksanaan SMK3 dan SMKK secara bersama-sama tersebut menimbulkan beberapa pemikiran terkait efektifitas dan efisiensi yang dapat dilakukan untuk mengintegrasikan pelaksanaan kedua sistem tersebut di lingkungan kerja konstruksi, khususnya dalam rangka menciptakan optimalisasi kegiatan proyek ditengah kondisi pandemi COVID-19. Pada studi kali ini akan disampaikan bagaimana upaya-upaya yang seharusnya dilaksanakan oleh penanggung jawab keselamatan konstruksi di proyek pembangunan pengaman pantai di Jakarta yaitu pada Tahap 4 Paket 2 dalam rangka efektifitas dan efisiensi pelaksanaan SMK3 dan SMKK. Hasil yang didapat dari proses implementasi secara terintegrasi SMK3 dan SMKK adalah dapat melakukan efisiensi biaya dan mampu mengurangi aktifitas serta duplikasi kegiatan evaluasi dan kegiatan mitigasi kecelakaan kontruksi di proyek.

---

The condition of construction implementation in Indonesia which was affected by the COVID-19 pandemic has begun to move back up again in early 2021. The conditions for the recovery of construction activities in Indonesia remind us of the potential vulnerability of construction activities related to the safety of construction work. The Indonesian government has made various regulations, standards, systems and protocols for construction work safety in Indonesia. Especially from 2012 to 2019 there are at least two safety management systems that must be implemented in the construction sector work environment, namely OHSMS (Occupational Safety and HealthManagement System) and CSMS (Construction Safety Management System). The two safety assurance management systems must be implemented jointly in the construction work environment. The implementation of OHSMS and CSMS together raises several thoughts regarding the effectiveness and efficiency that can be done to integrate the implementation of the two systems in the construction work environment, especially in order to optimize project activities amid the conditions of the COVID-19 pandemic. In this study, it will be conveyed how the efforts that should be carried out by the person in charge of construction safety in the Coastal Protection Development Project in Jakarta Phase 4 Package 2 in the context of the effectiveness and efficiency of the implementation of OHSMS and CSMS. The results obtained from the integrated implementation process of OHSMS and CSMS are being able to carry out cost efficiency and being able to reduce activities as well as duplication of evaluation activities and construction accident mitigation activities in the project."

"

Tahap perencanaan berperan penting dalam sebuah proyek, termasuk proyek feasibility study. PT. PLN (Persero) Pusenlis mempunyai prosedur yang mengatur proses bisnisnya, yaitu Prosedur Enjiniring. Hasil analisis komparasi dan analisis risiko pada tahap perencanaan feasibility study berdasarkan PMBOK menghasilkan SOP baru pada area scope management, time management, cost management, time management, human resource management, stakeholder management serta pengembangan SOP lama yaitu integration management  dan risk management. SOP baru menjabarkan kegiatan tahap inisiasi - penutupan, dengan masing-masing penanggungjawab, durasi, dan outputnya. Dengan mengembangkan sistem perencanaan proyek berbasis PMBOK 2013 dengan pendekatan risiko, maka kinerja waktu perencanaan proyek feasibility study dapat ditingkatkan.

---

Planning stage is important in a project, including feasibility study project. PT. PLN (Persero) Pusenlis have a "Procedure Engineering" that manage the bussiness process. Comparation analysis and  risk analysis on planning stage of feasibility study based on PMBOK resulting new SOP in  scope management, time management,cost management, time management, human resource management, stakeholder management and developing an existing SOP in integration management dan risk management. The new SOP describe a whole activities from initiating until closing by adjusting the PIC, duration, and output. With developing the project system planning based on PMBOK 2013, the time performance can be improved.

"

"Kebutuhan akan energy listrik di Indonesia semakin tinggi seiring berkembangnya pembangunan peningkatan pembangunan baik di bidang industri, teknologi dan informasi. Pembangunan yang dilakukan dalam jumlah besar membutuhkan Project Management Office PMO untuk meminimalkan kegagalan.Penelitian ini bertujuan untuk mengetahui peran PMO terhadap pengelolaan proyek ketenagalistrikan dengan menggunakan metode Partial Least Square PLS dimana data akan diperoleh melalui hasil survey dan wawancara kepada pakar dan responden. Hasil yang didapat akan menjadi masukan bagi perusahaan yang bergerak dalam bidang pembangunan ketenagalistrikan.

---

The need for electric energy in Indonesia is getting higher as the development of the construction of an increase both in the construction industry, and information technology. Large scale development requires project management office PMO to minimize failures project management office PMO to minimize failures.

This study aims to determine the role of the PMO on the performance of electrification projects using the Partial Least Square methode where the data will be obtained through surveys and interviews to experts and respondents. The results will be input for companies which engaged in the field of electricity development."

"Pengambilan keputusan dalam perusahaan sangat penting untuk mencapai tujuan perusahaan, mengoptimalisasi biaya operasional, serta meningkatkan kualitas pelayanan terhadap konsumen. Analisis yang bersifat prediktif dapat dilakukan dengan melakukan pendekatan matematis sebagai salah satu sistem pendukung pengambilan keputusan, sehingga dapat di pilih keputusan yang paling tepat serta paling efektif dan berdampak besar terhadap permasalahan yang dihadapi, dan juga dapat mengurangi kerugian yang tidak diinginkan. Dalam penelitian ini, digunakan pemodelan markov untuk memprediksi usia operasi transformator, yaitu 34 tahun sebagai salah satu metode yang relevan dengan penerapan manajemen aset di PT. PLN (Persero) Transmisi Jawa Bagian Barat. Hasil pemodelan menunjukkan durasi pengoperasian transformator dari awal pemasangan sampai dengan fase disposal sehingga manajemen dapat melakukan langkah antisipatif untuk meminimalisir pemadaman listrik yang diakibatkan oleh penggantian peralatan, sehingga dapat meningkatkan kepuasan pelanggan serta meningkatkan keuntungan yang diperoleh perusahaan.<

---

Decision making in the company is very important to achieve company goals, optimize operational costs, and improve the quality of service to consumers. The analysis that can be done can be done using mathematically as one of the decision-making support systems, so the management can choose the most appropriate, most effective and highly impact decision on the problems that are faced by the company and can also reduce undesirable loses. In this study, markov modelling was used to predict the age of transformer operation, the result is 34 years as one method that is relevant to the application of asset management at PT. PLN (Persero) Transmission West Java. The modelling results show estimation of transformer life duration from the beginning of the installation to it end of life. It also making management able to make anticipatory steps to minimize the power outages that are included by equipment replacement, to increase customer satisfaction and increase the profits obtained by the company."

"PLN merupakan salah satu perusahaan BUMN yang memiliki aset terbesar di Indonesia mencapai Rp 1.613 triliun yang digunakan untuk membangkitkan dan menyalurkan listrik kepelanggan. PLN berkomitmen untuk dapat mengelola asetnya dengan cermat dan baik dengan mengimplementasikan teknologi yang ada. Hal ini sejalan dengan semangat aspirasi PLN 2024 yaitu : Green, Lean, Innovative dan Customer Focused. Dengan dorongan semangat berinovasi ini, kemudian PT. PLN (Persero) UP3 Palu ingin menampilkan semua data aset untuk dapat memvisualiasi data aset distribusi tersebut secara geospasial melalui sistem GIS dan terintegrasi dengan data aset di EAM Maximo. Kemudian data tersebut ditampilkan melalui suatu website di GIS Korporat PLN. Dari implementasi yang dilakukan telah berhasil menampilkan sebanyak 79.450 tiang, 4.282,8 KMS JTM, dan 4.299 Gardu distribusi. Selain itu, penggambaran electrical connectivity antara data aset jaringan distribusi mencapai 3.755 aset JTM dan MVCable atau 93% dari total aset JTM MVCable sebesar 4.034 sampai bulan Nopember 2022. Dengan adanya integrasi ini menjadi basis data yang valid akan keberadaan dan kondisi dari aset distribusi tersebut. Selain itu juga, hal ini memberi dampak positif bagi perusahaan karena para karyawan dapat mengakses data aset distribusi secara luas dan membantu pengambilan keputusan dalam rangka meningkatkan pelayanan PLN.

---

PLN is one of the state-owned companies that has the largest assets in Indonesia, reaching IDR 1,613 trillion, which is used to generate and distribute electricity to customers. PLN is committed to being able to manage its assets carefully and properly by implementing existing technology. This is in line with the spirit of PLN's aspirations for 2024 : Green, Lean, Innovative and Customer Focused. With the encouragement of spirit of innovation, then PT. PLN (Persero) UP3 Palu wants to display all asset data to be able to visualize the distribution asset data geospatially through the GIS system and integrated with asset data in EAM Maximo. Then the data is displayed through a website on the PLN Corporate GIS. With this implementation, it has succeeded in showing 79,450 poles, 4,282.8 KMS JTM, and 4,299 distribution substations. In addition, the depiction of electrical connectivity between distribution network asset data reaches 3,755 JTM and MVCable assets or 93% of the total JTM MVCable assets until November 2022. With this integration, it becomes a valid database for the existence and condition of these distribution assets. Apart from that, this has a positive impact on the company because employees can access data on distribution assets widely and help make decisions in order to improve PLN services"

"Studi kasus ini bertujuan untuk mengevaluasi manajemen risiko proyek PT X. Inherent risk selama pelaksanaan proyek pada PT X telah dikelola dengan menerapkan manajemen risiko yang mengacu pada ISO 31000:2018. Namun, terjadi perubahan risiko yang muncul selama pelaksanaan proyek konstruksi yang menyebabkan perubahan profil risiko. Oleh karena itu penting melakukan penilaian kembali risiko proyek. Metode yang digunakan untuk studi kasus ini adalah Analytical Hierarchy Process (AHP). Hasil studi kasus ini adalah terdapat tujuh faktor risiko proyek dengan urutan prioritas yang pertama risiko kualitas, risiko ekonomi dan keuangan, risiko teknis, risiko K3, risiko risiko sosial, risiko non teknis, dan risiko sumber daya manusia. Ketujuh faktor tersebut terbagi menjadi 21 subfaktor risiko proyek di PT X. Prioritas faktor dan subfaktor risiko proyek menunjukkan urutan kepentingan risiko berdasarkan bobot perhitungan AHP. Selain itu, penerapan manajemen risiko proyek telah mengacu pada ISO 31000:2018 terutama pada proses penilaian manajemen risiko proyek. Keterbatasan penelitian ini yaitu pada ruang lingkup yang hanya di manajemen risiko fase pelaksanaan proyek. Studi kasus ini berkontribusi pada pembaharuan penilaian risiko yang relevan di proyek.

---

This case study aims to evaluate project risk management at PT X. Inherent risk during project implementation at PT X has been managed by implementing risk management referring to ISO 31000:2018. However, changes in risks arise during the implementation of construction projects which cause changes in the risk profile. Therefore it is important to reassess project risk. The method used for this case study is the Analytical Hierarchy Process (AHP). The results of this case study are that there are seven project risk factors with the priority being quality risk, economic and financial risk, technical risk, OHS risk, social risk, non-technical risk, and human resource risk. The seven factors are divided into 21 project risk sub-factors at PT X. The priority of project risk factors and sub-factors shows the order of importance of risk based on the weight of the AHP calculation. In addition, the implementation of project risk management refers to ISO 31000:2018, especially in the project risk management assessment process. The limitation of this research is the scope which is only in the risk management of the project implementation phase. This case study contributes to updating the project's relevant risk assessment."

"[Kegiatan usaha di bidang ketenagalistrikan tidak akan terlepas dari value chain aktivitas ketenagalistrikan yang dimulai dari pembangkitan, transmisi, distribusi sampai dengan ritel. Dalam siklus aktivitas ketenagalistrikan tersebut, selalu timbul adanya susut energi listrik akibat dari selisih antara jumlah energi listrik yang diproduksi dengan jumlah energi listrik yang dicatat sebagai penjualan kepada pelanggan. PT PLN (Persero) sebagai BUMN di bidang ketenagalistrikan, sejak Desember 2007 telah memiliki kebijakan perusahaan dalam rangka pengendalian susut jaringan distribusi yang dituangkan dalam buku berjudul Pedoman Peta Kegiatan dan Identifikasi Proses Bisnis Distribusi.Karya akhir ini meneliti bagaimana upaya pengendalian susut energi listrik pada jaringan distribusi yang dilakukan di PT PLN (Persero) area distribusi Jakarta Raya dan Tangerang, dampaknya terhadap subsidi listrik Pemerintah pada PT PLN (Persero). Faktanya, aktivitas pengendalian susut energi listrik pada jaringan distribusi dibagi menjadi aktivitas pengendalian karena penyebab faktor teknis dan faktor non teknis.;Electricty business value chain consist of power generation activities, transmission and distribution network activities, and retail activities. Usually energy losses happen, due to the calculation gap between electricity produced by power plants and recorded as sales to the customer. Since December 2007, regarding to the Board of Director Decree, PT PLN (Persero) has developed corporate policy to control energy losses, particularly energy losses on distribution network.This thesis examines what are the efforts conducted by PT PLN (Persero) distribution area Jakarta Raya and Tangerang and how effective they were to control energy losses on distribution network and also its impact to the electricity subsidy provided by the government. In fact, the activities to control the losses divided into technical factors and non technical factors.;Electricty business value chain consist of power generation activities, transmission and distribution network activities, and retail activities. Usually energy losses happen, due to the calculation gap between electricity produced by power plants and recorded as sales to the customer. Since December 2007, regarding to the Board of Director Decree, PT PLN (Persero) has developed corporate policy to control energy losses, particularly energy losses on distribution network.This thesis examines what are the efforts conducted by PT PLN (Persero) distribution area Jakarta Raya and Tangerang and how effective they were to control energy losses on distribution network and also its impact to the electricity subsidy provided by the government. In fact, the activities to control the losses divided into technical factors and non technical factors., Electricty business value chain consist of power generation activities, transmission and distribution network activities, and retail activities. Usually energy losses happen, due to the calculation gap between electricity produced by power plants and recorded as sales to the customer. Since December 2007, regarding to the Board of Director Decree, PT PLN (Persero) has developed corporate policy to control energy losses, particularly energy losses on distribution network.This thesis examines what are the efforts conducted by PT PLN (Persero) distribution area Jakarta Raya and Tangerang and how effective they were to control energy losses on distribution network and also its impact to the electricity subsidy provided by the government. In fact, the activities to control the losses divided into technical factors and non technical factors.]"