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All Journal Formosa Journal of Science and Technology (FJST)
Jaka Purnama
Civil Engineering Master's Study Program, Faculty of Engineering Universitas 17 Agustus 1945 Surabaya
Humanities Computer Science & IT Education Industrial & Manufacturing Engineering Social Sciences

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Cost and Time Performance Analysis Using the Earned Value Method in the MCC (Motor Control Center) Warehouse Room Construction Project at Pt. Omya Plant Paciran Lamongan Aris Lukmanul Khakim; Budi Witjaksana; Jaka Purnama
Formosa Journal of Science and Technology Vol. 5 No. 6 (2026): June 2026
Publisher : PT FORMOSA CENDEKIA GLOBAL

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55927/fjst.v5i6.76

Abstract

Planned Value (PV) represents the expected expenses for tasks designated for a particular timeframe and outlined in the financial plan, also referred to as the Budgeted Cost of Work Scheduled (BCWS). This figure is calculated by taking the proportion of intended progress as per the timeline and multiplying it by the expenses earmarked for the project as detailed in the Bill of Quantities (RAB). PV or BCWS = (percentage of planned progress) x (Budget) PV or BCWS calculation for Week 1. PV or BCWS = (percentage of plan) x (total budget for the project) PV or BCWS = (0. 07%) x (Rp. 2,270,000,000). PV or BCWS = Rp. 1,589,000. Earned Value (EV) or BCWP reflects the budgeted costs associated with work that has been finished, calculated by multiplying the percentage of actual progress by the budget. EV or BCWP = (percentage of actual progress) x (Budget) EV or BCWP calculation for Week 1. EV or BCWP = (percentage of actual progress) x (total budget for the project) EV or BCWP = (0. 07%) x (Rp. 2,270,000,000). EV or BCWP = Rp. 1,589,000. According to the assessment conducted, the project duration was completed 7 days ahead of the projected timeline of 133 days. The assessment indicated that the final expenses were below the contracted amount of Rp. 2,189,355,000, resulting in cost efficiency
Analysis of OHS Risk Management and Risk Impact on Project Implementation Time Using the Risk Breakdown Structure (RBS) Method in the Construction of the RKB MIN 5 Tulungagung Building Eko Budi Utomo; Budi Witjaksana; Jaka Purnama
Formosa Journal of Science and Technology Vol. 5 No. 6 (2026): June 2026
Publisher : PT FORMOSA CENDEKIA GLOBAL

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55927/fjst.v5i6.74

Abstract

The construction of the New Classroom Building (RKB) at MIN 5 Tulungagung has potential Occupational Safety and Health (OSH) risks because it involves construction activities, work equipment, labor, and diverse project environmental conditions. This study aims to identify OSH risk factors, determine risk levels and priorities, and analyze the impact of dominant risks on project implementation time. The results show that there are 20 OSH risk factors classified into environmental, human, equipment, work method, and management/organizational factors. The highest dominant risk is the lack of internal communication and coordination among project parties, with a risk value of 12.240. Other priority risks include extreme weather 11.778, dust exposure due to construction activities 10.444, and lack of worker skills 10.427, which are classified as high risks, while not using personal protective equipment (PPE) 9.747 is classified as a moderate risk. No risks are classified as very high. Based on expert judgement, extreme weather has the greatest estimated delay of 1–7 days, while other risks may cause delays of 1–3 days. Therefore, OSH risk control needs to be implemented systematically to improve work safety, maintain work smoothness, and support timely project implementation
Co-Authors Aris Lukmanul Khakim Budi Witjaksana Eko Budi Utomo