Schedule Variance Research Articles

EVALUATION OF PROJECT COST AND TIME USING EARNED VALUE APPROACH: A CASE OF MILITARY INFRASTRUCTURE PROJECT

This research aims to optimize the performance of construction projects at Yohanis Kapiyau Airbase so that the work can be completed on time, meet quality standards, and in accordance with the predetermined budget. This research addresses key questions regarding the evaluation of project cost and time control, specifically examining project cost performance through Cost Variance and Cost Performance Index (CPI) indicators, as well as project time performance using Schedule Variance (SV) and Schedule Performance Indices (SPI) indicators. The implementation of the Earned Value Management (EVM) method has proven its effectiveness as an analytical instrument that integrates cost and cost dimensions comprehensively. Through the comprehensive analysis that has been conducted, the method successfully identified with precision that the fundamental challenge of the project lies in the aspect of time management, while cost management shows excellent efficiency. It can be concluded that the achievement of excellent cost efficiency has a positive impact on the overall project performance. Based on the results of the comprehensive evaluation, several strategic recommendations can be formulated for the optimization of project implementation in the future.

Evaluation of Project Time Performance in the Upstream Oil and Gas Industry: The Case of Ghana

An emerging economy like Ghana, one of the developing nations in Africa, is fortunate to have started exploration not long ago, which means that it is still developing in the field of upstream oil and gas exploration compared to other industrialized nations that have a lot of experience in the field of project management and oil exploration. About 80% of the management style in the upstream oil and gas sector is project-based; therefore, any delays in project deliveries and completion will have a negative effect on completion time and, at the end of the day, affect the performance of the organization as a whole as well as the nation as a whole. Only Crude Oil Storage Tank Maintenance Project in the upstream oil and gas industry in Takoradi, Western Region, was included in the research. Secondary data was taken on nine completed Crude Oil Storage Tank Maintenance Project from managers preoccupied with project management in the Ghanaian upstream oil and gas industry in the Western Region of Ghana. These willing management staff have been employed in the sector for more than 3 years. The study used the budgeted cost of work scheduled (BCWS) and the budgeted cost of work performed (BCWP) as inputs to calculate the estimated schedule (ES) and actual time (AT) to finally calculate the schedule performance index (SPI) and schedule variance (SV). The purpose of the study is to evaluate the performance of project time in the Ghanaian upstream oil and gas industry. The study demonstrates that out of the nine Crude Oil Storage Tank Maintenance Project in the Ghanaian upstream oil and gas industry analyzed using both the schedule performance index and schedule variance, eight projects were completed on time and one project was delayed.

Optimizing Road Pavement Projects Through Earned Value Concepts

Every construction project faces constraints of cost, schedule, and quality that must be managed to achieve the desired objectives. This research aims to control the aspects of time and cost in construction projects by applying the Earned Value Concept and Crash Program methods. The subject of the study is the Preservation of Roads and Bridges project in Bireuen City - BTS, Lhokseumawe/Aceh Utara, Krueng Mane Buket Rata, SP. Krueng Geukeueh - PEL. Krueng Geukeueh (PEL. Lhokseumawe). The data analyzed includes the Budget Plan (RAB), project schedule, and reports on planned and actual work. This data is processed into three main indicators: BCWS, BCWP, and ACWP, which are then analyzed through Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), and Cost Performance Index (CPI). The analysis results show that during weeks 22 to 23, the project had a positive Schedule Variance (SV) (0), which then turned negative during weeks 24 to 28, with an average Schedule Performance Index (SPI) of 1.0096, indicating that project execution was ahead of schedule. Meanwhile, the Cost Variance (CV) was positive throughout the project, and the average Cost Performance Index (CPI) was 1.2118, indicating that actual costs did not exceed the budget. The application of the Crash Program method resulted in changes in heavy equipment rental costs and worker wages, from IDR 1,440,469,946.99 over 50 days to IDR 1,853,072,988.06 over 25 days, with a cost increase of IDR 412,603,041.07 and an acceleration ratio of 1.29. This research demonstrates that the Earned Value Concept and Crash Program methods are effective in controlling time and cost in construction projects, thereby helping to achieve better efficiency in project management.

Kinerja Waktu Pelaksanaan Proyek Pekerjaan Jalan Di Kabupaten Kolaka Utara (Studi Kasus Jalan Poros Lasusua Desa Totallang)

The aim of the research is to find out or predict how much a project will cost during implementation and to find out the effectiveness of project control using the Earned Value Method. To overcome existing problems, an Earned Value method is used. There are two parameters or indicators used for analysis, namely BCWS, BCWP. Delay deviations can be identified by looking at the Schedule Variance (SV). This method can also be used to determine the efficiency of resource use in the form of the schedule performance index (SPI). The project implementation time aspect has a negative value up to the 12 th week of (SV) -Rp. 44,776,771.84 or schedule performance index (SPI) = 0.82 < 1. The calculation results are obtained from an effectiveness value of 0.85 for controlling project time using the Method Earned Value. In other words, the results of an effectiveness value that is smaller than 1 (one) can be said to be that the Time Performance for the Implementation of the Concrete Pavement Road Work Project in North Kolaka Regency is less effective. From the results of the time performance study using the Earned Value Method, it can be concluded that the Time Performance for the Implementation of the Concrete Pavement Road Work Project in North Kolaka Regency experienced a delay from the initial plan. It is clear that in weeks 1 to 12 the project performance was delayed from the planned schedule

Analysis of Construction Project Cost and Time Using the Earned Value Method

This study aims to analyze the cost and time performance of the renovation project of Arwana Restaurant The Laguna Resort and Spa Nusa Dua by applying the Earned Value method. The data used in this study include the Cost Budget Plan (RAB), project implementation schedule, weekly project progress reports, and project expenditure reports. The calculation is done by calculating the value of ACWP (Actual Cost of Work Performed), BCWS (Budgeted Cost of Work Schedule), BCWP ( Budgeted Cost of Work Performed ), CV ( Cost Variance ), SV ( Schedule Variance ), CPI (Cost Performance Index), SPI (Schedule Performance Index), ETC (Estimate to Complete), ETS (Estimate Time to Complete), EAC (Estimate at Completion), and EAS (Estimate at Schedule). The results of the analysis show that at the beginning of the project the performance was good, but other things began to decline from the 11th week to the 23rd week. At the end of the project, performance improved again as indicated by a CPI value of 1.07 and an SPI of 1 indicating lower costs and time according to plan. The estimated total final project cost (EAC) of Rp2,947,878,984.57 was lower than the Cost Budget Plan (RAB) of Rp3,143,852,000, resulting in a profit of Rp195,973,015.43. The estimated total final project time (EAS) was in accordance with the planned schedule, which was 27 weeks. In conclusion, overall the project performance was quite good even though it had declined in the middle of the project implementation.

Time and cost performance analysis: earned value management method on HPK Project Using Mobox

Conventional construction methods have proven inadequate for meeting the accelerated development needs of IKN, highlighting the necessity for innovative approaches to expedite construction. Additionally, challenges related to material supply further exacerbate the situation. The Mobox method emerges as a promising alternative, offering potential to streamline project completion. This study compares time performance between conventional concrete methods, which typically require 7 months, and the Mobox method, which achieves the same in 4 months. The aim is to evaluate whether time and cost performance align with the project owner's expectations, using the Earned Value Management (EVM) method for a 4-storey building project utilizing Mobox modular construction. At week 16, the project’s time performance met expectations, as evidenced by a Schedule Variance (SV) of zero and a Schedule Performance Index (SPI) of 1. Cost performance also exceeded expectations, with a positive Cost Variance (CV) of Rp 11,784,790,045.29 and a Cost Performance Index (CPI) of 1.023, indicating cost efficiency. The Mobox method, coupled with the EVM approach, proves to be an effective and efficient alternative for construction projects, demonstrating the capability to complete projects on time and within budget while maintaining quality.

EVALUATION OF TIME AND COST PERFORMANCE ON THE GX OFFICE & CO WORKING BALI PROJECT USING THE EARNED VALUE METHOD

In rapid construction developments, delays still occur frequently and have not been resolved, as experienced by the GX Office & Co Working Bali project. The project will be completed in 42 weeks, but in the 27th week, there is an indication of a delay of -4.31% from the initial plan. Earned Value Method (EVM) is a time and cost performance assessment method that can be used to develop strategies to minimize delays. This research aims to evaluate the time and cost performance of the GX Office & Co Working Bali project using the EVM method. A quantitative approach is used to collect and analyze project schedules, actual costs, and progress reports. EVM key indicators such as Planned Value (PV), Earned Value (EV), and Actual Cost (AC) are analyzed to determine Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), and Cost Performance Index (CPI). The results showed that the project experienced delays, especially from week 1 to week 14 and week 19 to week 27, with SPI values mostly below 1. However, the project showed increased efficiency in cost management with values CPI above one after week 14 to week 27, indicating that the actual costs incurred are lower than the value of the work completed. These findings highlight the need for corrective actions and more effective management strategies to address delays efficiently in terms of costs.

Earned Value Analysis Terhadap Biaya dan Waktu pada Proyek Pembangunan Gudang Produksi PP. Indopack Printing Nganjuk

Earned Value Analysis is a technique of analyzing cost and time to obtain the performance achieved per time on a project, so that users are able to predict the cost and time required to complete the remaining project work. The prediction is calculated with the assumption that the performance of completing the rest of the project will be the same and constant as the performance obtained when the review was conducted. Thus, a system is needed to integrate cost and time information. The Earned Value concept is an analysis used in project management by integrating cost and time. The results show the value of Cost Variance (CV) week 16 during the review of Rp.1,995,516,896, Schedule Variance (SV) of Rp.-162,490,873 which shows there is no cost overrun in implementation but the schedule is not according to plan. While the Schedule Performance Index (SPI) value of 0.994 < 1 and Cost Performance Index (CPI) of 1.070 means that the project is delayed but still profitable. The results of the analysis of the costs required to complete the remaining project Estimate To Complate (ETC) at week 16 review with a value of Rp. 19,270,138,044. While the results of the analysis of the amount of time required to complete the Estimate To Schedule (ETS) project amounted to 126.76 with a rounding of 127 days.

ANALYSIS OF COST AND TIME PERFORMANCE ON THE EAST SURABAYA HOSPITAL CONSTRUCTION PROJECT USING THE EARNED VALUE METHOD

The construction of the East Surabaya Hospital is a multiyear project, starting from 2023 to 2024. The project has a contract value of Rp. This 494,603,098,000 is funded by the Regional Revenue and Expenditure Budget (APBD) of the Surabaya City Government. This research aims to analyze the cost and time performance of the project. The method used is the earned value method. The results of the cost and time performance analysis using the Earning Value method show that the cost performance and time performance of the East Surabaya Hospital Construction in the 22nd (twenty-second) week is considered not good. This result is shown by the Cost Variance value of Rp. - 608,118,565 and Schedule Variance value Rp. - 44,410,784,255. The Cost Performance Index value of 0.996 and the Schedule Performance Index value of 0.76 also shows that the cost and time performance of this project in the 22nd (twenty-second) week is not in good condition.

Time Performance Analysis Using Earned Value on the Construction of the Aranaway Kiram Bridge in Banjar Baru City

When implementing a project in the field, it is fairly uncommon for numerous projects to be delayed or even halted. This also has an impact on project cost escalation, resulting in project losses. Earned value analysis can help manage construction projectsefficiently and effectively. The results value analysis was done to estimate the extent to which the project was carried out according to the work plan. This assessment was performed on the Aranaway Kiram Bridge Construction project in Banjarbaru City. The project was aimed to determine weekly time performance and project completion time. The method employed was earned value analysis. According to the results of the analysis method (earned value analysis), the results from the 3rdto the 18thweek experienced delays, as evidenced by the performance of the Schedule Variance (SV) which was Negative (-) and the Schedule Performance Index (SPI) which was less than 1, but work accelerated in the 19th week of the Banjarbaru City Aranaway Kiram Bridge Construction Project, as evidenced by the SV performance which was Positive (+) and SPI greater than 1. The research results estimated the project's completion time as 253 days.

Time and Cost Management in Water Resources Projects Utilizing the Earned Value Method

Today, the development of infrastructure and construction projects in developing countries is of paramount importance. Water projects, in particular, play a crucial role in advancing agriculture, industry, and the economy. The success of these projects hinges on the effective management of time, cost, and quality. The most critical indicator of a project's success is its completion within the forecasted time and budget leading up to its operation. This study aims to assess the impact of Earned Value Management (EVM) 's impact on managing project schedules and budgets in water resource projects. The earned value method was employed to ascertain if the project was ahead or behind schedule and whether the costs were within the budget or had overrun. The values of the Earned Value Index were analyzed at three stages of project implementation. Examining the Schedule Variance (SV) at various phases indicates that a lower percentage is more advantageous for the project. Initially, the SV was 40%, signaling a delay mainly due to the delayed start of operations in the injection gallery and access points. This improved to 25% in the second stage, with the commencement of previously lagging activities. The schedule variance decreased to 11.6% in the final stage, aligning closer to the project schedule's end. Additionally, the Schedule Performance Index (SPI) value, which reflects the efficiency of project management in terms of timeliness, improved from a weak start of 0.6 to 0.88 (with 1.0 indicating that project performance is on target).

EVALUASI WAKTU DAN BIAYA MENGGUNAKAN METODE EARNED VALUE ANALYSIS PADA PROYEK PEMBANGUNAN PUSKESMAS TALUN Kab. BLITAR

The Earned Value approach is employed to meticulously track project time and expenses, facilitating early identification of performance issues. Specifically, the construction project for the community health center in Talun, Blitar, encountered variations during the 11th to 13th weeks. Upon doing an analysis in the 13th week, it was discovered that the Schedule Variance (SV) amounted to IDR. -165,313,862.5, suggesting that the actual employment (BCWP) was lower than the anticipated employment (BCWS). The Cost Variance (CV) is Rp. 286,761,471.2, showing that the cost is less than the value of the work accomplished. The SPI (Schedule Performance Index) for week 13 was 0.7, signifying a significant delay in the execution of the project. The Consumer Price Index (CPI) recorded a value of 3.64 in week 13, suggesting that spending efficiency fell short of the budgeted target.

Analysis of The Effectiveness of Earned Value Method In Road Widening Project Management In Mojokerto Regency

In construction project management, achieving three main goals, namely cost, quality, and time, becomes the primary focus. This study aims to evaluate a road widening project in Mojokerto Regency with a target completion time of 150 days. To prevent delays and cost overruns, researchers adopted the Earned Value method as a tool to identify early warnings regarding project performance. This method integrates cost and time measurements through indicators such as Cost Variance (CV), Schedule Variance (SV), Cost Performance Index (CPI), Schedule Performance Index (SPI), Estimated at Completion (EAC), and Estimated Schedule at Completion (EAC). The analysis results show that the additional costs required (ETC) amounted to Rp 3,276,704,110.14, with an estimated additional time (ETS) up to the 12th week being 87 days. The project's cost change (EAC) reached Rp 3,961,767,811.01 from the contract cost, while the estimated project completion time (EAS) was 171 days. These findings indicate that the construction service provider has implemented an efficient execution method with consistent monitoring, ensuring the smooth progress of the project.

Evaluasi Pelaksanaan Proyek Kapal X Di Perusahaan Galangan Kapal Menggunakan Software Microsoft Project dan S-Curve

Working on a project requires careful planning, so that it can be carried out with optimal time and cost. However, in practice, the implementation of project work usually encounters obstacles that cause schedule delays which result in cost overruns. Therefore, to determine the accuracy of the implementation of a project, routine evaluation and analysis is carried out with the aim of knowing how the progress of a project is progressing. In this research, the Earned Value Analysis method is used to examine trends in schedule variance and cost variance in a period (time) during the project. Based on the calculations and analysis carried out, it can be concluded that there were no delays in the implementation of the Kapal X construction project at X company, the work was carried out according to the predetermined schedule, even faster than the previously planned schedule. Based on the results of the analysis of project completion projections in terms of time, the results for the projected remaining work time (ETS) were 268 days and for the projected total project completion time to completion (EAS) it was 594 days or 306 days faster than the initial plan of 900 days.

A System Dynamics Approach to Feedback Processes in Project Scheduling

Projects, as catalysts for proactive transformation, offer a temporary and adaptable framework that effectively handles complexities (or uncertainties) within a competitive corporate landscape. Hence, the use of an effective project management framework, such as Dynamic Project Scheduling (DPS), is a method to handle intricacies in order to accomplish organizational objectives. DPS refers to a triangle interaction involving baseline scheduling, schedule risk analysis, and project control while supporting schedule adjustment in response to changes and uncertainties. However, there is a lack of information regarding studies that have investigated the feedback mechanisms among DPS components. This study was designed to examine the counterintuitive relationships between these components using system dynamics. The quantities within the DPS system were identified and defined. A casual loop diagram was used to illustrate the interactions among these quantities. Subsequently, a Stock and Flow Diagram (SFD) was created to identify the inputs, states, and flow mechanisms within the DPS. Using the SFD, a system dynamics expression was generated which was then employed to compute the rate of change of the Budgeted Cost of Work Remaining (BCWR) for two projects at different time intervals. The results properly indicated the period of idleness during project execution. The use of BCWR rather than schedule variance provides a more effective visual representation for evaluating performance and tracking progress. The BCWR and planned value exhibit contrasting trends, highlighting the importance of earned value quantities in project control. The use of system dynamics in project management can enhance the planning and scheduling phase, allow project managers to monitor pertinent performance measures, and optimize project outcomes through informed decisions.

ANALYSIS OF COST AND TIME FOR THE COMPLETION OF THE MAINTENANCE PROJECT OF THE KARETAN – SAMBIMULYO ROAD IN BANYUWANGI REGENCY

Along with technological developments in the field of project work implementation, it must also be accompanied by developments in the field of Management as a control function in the implementation of the project. In this case, the application of the Earned Value Concept Method is expected to be able to provide an alternative solution to the problem of evaluating the cost and time that has been spent on project implementation. The purpose of this research is to evaluate a project work that is being done, namely in the form of Maintenance of KaretanSambimulyo Road, Banyuwangi Regency against Project Time and Cost Control, so that it can be used as a reference material by the project implementer and the employer in terms of decision making whether the project is feasible to complete or not. The research was conducted at the end of week 21 (twenty-one), with different evaluation results, thus it can be concluded with the following description: a. Based on Cost Variance (CV) & Schedule Variance (SV) analysis results obtained: Work is carried out later than the schedule plan, costs are lower than the budget plan; b. Based on Cost Performance Index (CPI) & Schedule Performance Index (SPI): Profit but experiencing delays; c. Based on Estimation to Complete (ETC) & Estimation at Completion (EAC): Obtaining a profit of Rp. 263,004,000, 00-,; d. Based on Estimate Temporary Cost (ETC) & Estimate All Cost (EAS): Experienced a Time Delay of 2.09 Weeks

TIME PERFORMANCE ANALYSIS ON AFV EARTHWORK IN KEDUNGPELUK SIDOARJO USING THE EARNED VALUE METHOD

Construction project management has three main goals that must be achieved, namely cost, quality and time of work Plengsengan Afv. Kedungpeluk Sidoarjo which is planned to be completed within an estimated time of 120 calendar days and there are obstacles to contractor implementers who experience delays of 6.98% in this study researchers make efforts to find out Early Warning if there is poor performance in project completion so that management policies and changes in implementation methods can be made so that delays in project completion can be prevented. Earned Value Method is used in the management of Afv Plengsengan work. Kedungpeluk Sidoarjo which will integrate the concept of time value. Earned Value Method is calculated from various factors that show the progress and performance of the project such as Schedule Variance (SV), work productivity index (CPI), time productivity index (SPI), and project completion schedule forecast (ECD), The results of using Earned Value Method get the results The amount of time required (ETS) at the end of the 8th week review is 91 days. While the time to complete the project (EAS) is 140 days. With this, the rate of change in project completion time is 0.16% longer, Based on the results of the analysis obtained for construction service providers who carry out development work, must apply good and efficient implementation methods in all stages of work with consistent supervision so that there is no delay in the construction work of Plengsengan Afv. Kedungpeluk Sidoarjo.

ANALYSIS OF COST AND TIME PERFORMANCE IN THE WADUNGASRI MARKET CHANNEL NORMALIZATION WORK IN SIDOARJO USING THE EARNED VALUE METHOD

The construction project management for Wadungasri Sidoarjo Market Drainage Normalization aims to achieve cost, quality, and time objectives within a 100-day timeframe. This study addresses a 7.44% delay experienced by contractors, seeking to establish early warning mechanisms for poor project performance. The Earned Value Method is employed, integrating time and cost value concepts. Key indicators such as Cost Variance (CV), Schedule Variance (SV), work productivity index (CPI), time productivity index (SPI), project completion cost forecast (EAC), and project completion schedule forecast (ECD) are utilized. The results reveal a required cost of Rp 563,044,547.85 (ETC) and a 65-day timeframe (ETS) at the end of the 7th week, with a 0.64% increase in project completion cost (EAC) over the contract cost. The project completion time (EAS) is estimated at 114 days, reflecting a 0.14% extension. The analysis emphasizes the importance for construction service providers to implement efficient methods and consistent supervision to avoid delays in the Wadungasri Sidoarjo Market Drainage Normalization project.

COST AND TIME ANALYSIS USING EARNED VALUE METHOD ON THE CONSTRUCTION OF THE NATIONAL KEDIRI AIRPORT ACCESS ROAD PHASE 1 KEDIRI - NGANJUK

Project completion delays have adverse consequences on a contractor's credibility and result in additional penalty costs, reducing potential profits. To mitigate these issues and optimize project outcomes, refining activity schedules and budgets is crucial. The Earned Value Method proves effective in monitoring and controlling project activities. In the case of the Kediri airport access road construction project, weeks 1 to 6 revealed a negative Cost Variance (CV), indicating higher-than-planned costs, while weeks 7 to 8 showed a positive CV, suggesting costs were lower than anticipated. Schedule Variance (SV) for the 1st week was unfavorable, indicating a delay, and SV>1 from weeks 2 to 8 signaled a project delay. The Estimate to Complete (ETC) is IDR 17,470,510,292.77, and the Estimate at Complete (EAC) is IDR 32,509,153,464.05. The Time Estimate (TE) forecasts project completion in 89 calendar days, five days beyond the contracted 84 days. Employing the Earned Value Method enhances project performance evaluation and decision-making to avoid delays and cost overruns.

ANALYSIS OF IMPLEMENTATION DELAYS USING THE EARNED VALUE METHOD (ON THE PURWOSARI - SEKARMOJO ROAD WORKS, PASURUAN DISTRICT)

Along with the very rapid development of infrastructure and construction in Indonesia in the era of globalization, the Indonesian government has carried out various large-scale projects to achieve the increasingly complex expectations of society. This will trigger the growth of the construction industry in Indonesia and become one of the main goals in the framework of national development. An infrastructure development project is an activity carried out with limited time and resources to achieve a specified final result. One of the construction projects currently being developed is Road Works. The Earned Value method can be used to determine cost performance and implementation time during the project and the indicators used for analysis include: BCWP (Budget Cost of Work Performance), BCWS (Budget Cost of Work Schedule), ACWP (Actual Cost of Work Performance), SV (Schedule Variance), CV (Cost Variance), SPI (Schedule Performance Index), CPI (Cost Performance Index), EAC (Estimated At Complete) and ET (Estimated To Complete) and TE (Time Estimate). Conclusions from this research is to determine the estimated costs and time for project completion. In the data analysis in the 9th week, the project schedule performance (CPI) was 1.14, greater than 1, while (SPI) was 0.587, less than 1. The results of the calculation of projected costs for the remaining work (ETC) were IDR. 1,586,686,537.62 and total project costs (EAC) of Rp. 2,509,041,243.08.