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Factors That Affect Cost and Time Using Earned Value In Development Projects Titik Nurkaruniati; Budi Witjaksana; Hanie Teki Tjendani
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.309

Effective project management is the key to success in constructing the boarding school of SMA Muhammadiyah 3 Tulangan. Despite facing various challenges such as design changes, inclement weather, and limited workforce resources, the project is monitored using the Earned Value Method. Analysis of BCWS, BCWP, ACWP, SV, CV, SPI, and CPI indicates initial delays and budget overruns, but significant improvement later on. Despite weekly cost variations, the project remains financially manageable. The conclusion shows time delays but cost performance is under control. This underscores the importance of project performance evaluation and the use of the Earned Value Method in construction projects.

Analysis of The Effectiveness of Earned Value Method In Road Widening Project Management In Mojokerto Regency Sugeng Hariyadi; Hanie Teki Tjendani; Budi Witjaksana
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.313

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.

Performance Control of Road and Bridge Preservation Projects Using Earned Value Management (EVM) Method Javan Agustian Setyagraha; Budi Witjaksana; Hanie Teki Tjendani
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.308

The Situbondo – Ketapang – Banyuwangi Road and Bridge Preservation Project experienced changes in the work area, requiring additional design. Asphalt overlay work was halted awaiting the test results of Asphalt Modiv PG – 70 from the Pusjatan Road Material Laboratory in Bandung, resulting in a delay in week 40 by -0.813%. Specifically, AC - WC and AC - BC asphalt work was delayed, significantly impacting the overall project performance. Cost and time analysis are crucial to address this issue. The Earned Value Management (EVM) method is used to evaluate project duration and costs. The Cost Performance Index (CPI) indicates good cost performance (>1), but the Schedule Performance Index (SPI) indicates schedule delays (0.983 < 1). The final project cost is estimated at Rp 112,439,121,070.91, with a completion time of 453 days, three days longer than planned. Effective strategies are needed in time control and design adjustments to complete the project according to expected standards.

Factors That Affect Cost and Time Using Earned Value In Development Projects Titik Nurkaruniati; Budi Witjaksana; Hanie Teki Tjendani
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.309

Effective project management is the key to success in constructing the boarding school of SMA Muhammadiyah 3 Tulangan. Despite facing various challenges such as design changes, inclement weather, and limited workforce resources, the project is monitored using the Earned Value Method. Analysis of BCWS, BCWP, ACWP, SV, CV, SPI, and CPI indicates initial delays and budget overruns, but significant improvement later on. Despite weekly cost variations, the project remains financially manageable. The conclusion shows time delays but cost performance is under control. This underscores the importance of project performance evaluation and the use of the Earned Value Method in construction projects.

Analysis of The Effectiveness of Earned Value Method In Road Widening Project Management In Mojokerto Regency Sugeng Hariyadi; Hanie Teki Tjendani; Budi Witjaksana
Asian Journal of Social and Humanities Vol. 2 No. 8 (2024): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v2i8.313

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.

Evaluation of Cost Performance In The Surabaya-Gempol Toll Road Reconstruction Project Using Schedule Variance (SV) and Cost Variance (CV) Analysis Aulia Hamzah; Hanie Teki Tjendani; Budi Witjaksana
Asian Journal of Social and Humanities Vol. 3 No. 6 (2025): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v3i6.521

The reconstruction of the Surabaya-Gempol Toll Road underscores the critical role of effective project management in large-scale infrastructure projects, particularly in ensuring time and cost efficiency. This study employs the Earned Value Method (EVM) to evaluate project performance through the analysis of Schedule Variance (SV) and Cost Variance (CV). These indicators provide a comprehensive assessment of the project's adherence to its planned schedule and budget. The findings reveal that the project faced initial schedule delays due to logistical and technical challenges, resulting in negative SV values during the early weeks. These delays were primarily caused by weather conditions, late material deliveries, and coordination issues among project stakeholders. However, corrective measures, including extended working hours, additional labor deployment, and optimized scheduling, successfully addressed these issues, leading to positive SV values towards the end of the project. The CV analysis highlighted consistent cost efficiency throughout the project. Positive CV values dominated the majority of the timeline, reflecting effective cost control and resource management. Despite minor cost deviations due to unanticipated repairs and equipment maintenance, the project demonstrated an ability to maintain overall financial performance within the budget framework. This study emphasizes the significance of data-driven decision-making and proactive variance management in achieving project goals. By leveraging SV and CV analyses, infrastructure projects can better anticipate potential issues, implement timely corrective actions, and improve overall performance. The results of this research offer valuable insights for managing similar large-scale projects, contributing to enhanced efficiency and sustainable development in Indonesia's infrastructure sector.

Analysis of Pavement Condition Using The International Roughness Index (IRI) Method With The Roadroid Application on The Genengan–Lembeyan Road Section In Magetan District Adi Purwanto; Hanie Teki Tjendani; Budi Witjaksana
Journal of Social Research Vol. 4 No. 3 (2025): Journal of Social Research
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/josr.v4i3.2469

The Genengan–Lembeyan road in Magetan Regency serves as a vital transportation route, connecting Magetan and Ponorogo Regencies. As a primary collector road, it facilitates the distribution of goods and community mobility but experiences significant surface deterioration due to high traffic volumes and heavy vehicle loads. This study evaluates the pavement condition using the International Roughness Index (IRI) method, supported by the Roadroid application, a smartphone-based tool for assessing road unevenness. The research identifies an average IRI value of 4.24, which suggests that the overall road condition is moderate to good. However, critical segments, particularly between STA 5+000 and STA 8+660, exhibit moderate to severe damage, including cracks, potholes, and surface deformations, necessitating immediate repair. The estimated repair costs, calculated using the Bina Marga 2024 guidelines, amount to IDR 4,069,031,000. This study emphasizes the effectiveness of the Roadroid application in providing accurate, real-time road condition data, offering a cost-efficient and practical alternative to conventional methods. The findings underline the importance of timely maintenance to prevent further deterioration, enhance road safety, and sustain transportation efficiency. Furthermore, the study advocates for regular evaluations using innovative tools like Roadroid and improved drainage systems to mitigate damage caused by environmental factors. The insights from this research contribute to better infrastructure management in Magetan Regency, demonstrating that integrating modern technology can optimize road maintenance planning and execution while supporting economic growth through reliable transportation networks.

Cost and Time Variance Analysis Using The Earned Value Method: A Case Study of The Laju Lor Village Drainage Channel Construction Project In Tuban Regency Utuh Dwi Candra Kelana Putra; Hanie Teki Tjendani; Budi Witjaksana
Journal of Social Research Vol. 4 No. 3 (2025): Journal of Social Research
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/josr.v4i3.2471

This study aims to analyze the performance of the Drainage Development project in Laju Lor Village, Tuban District, using the Earned Value Management (EVM) method. The method integrates time and cost concepts through three main indicators: ACWP (Actual Cost of Work Performed), BCWP (Budgeted Cost of Work Performed), and BCWS (Budgeted Cost of Work Schedule). The research focuses on calculating Cost Variance (CV) and Schedule Variance (SV) to evaluate project performance. The method was applied to track the project's performance over a period of 5 weeks. In week 1, the project showed a delay of 0.38%, which increased to 4.84% by week 2. By the end of week 5, the results revealed that the Schedule Variance (SV) was Rp 74,378,242.82 (-), indicating that the project was behind schedule, while the Cost Variance (CV) was Rp 20,726,358.11 (+), showing that the costs incurred were less than the budgeted amount. The findings highlight the importance of using the Earned Value method to monitor project performance, ensuring that deviations in schedule and costs are promptly identified and addressed. The study concludes that implementing efficient control mechanisms and consistent supervision is essential for mitigating delays and improving project performance, specifically for the Laju Lor Village Drainage construction project in Tuban Regency. The research provides valuable insights for construction service providers to enhance project management practices and avoid further delays.

Evaluation of Cost and Time Estimates Using The Earned Value Method: A Case Study of The Construction of RU Guest House and Main House Komang Gede Triska Bayu Wedananta; Hanie Teki Tjendani; Budi Witjaksana
Journal of Social Research Vol. 4 No. 4 (2025): Journal of Social Research
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/josr.v4i4.2488

This study evaluates the performance of the RU Guest House and Main House construction project in Bali, focusing on time and cost estimates using the Earned Value Method (EVM). By analyzing the Actual Cost of Work Performed (ACWP), Budgeted Cost of Work Performed (BCWP), and Budgeted Cost of Work Scheduled (BCWS), the study identifies significant delays and cost overruns. The project, initially scheduled for 34 weeks, experienced a 27.99% delay by week 21, with an estimated cost increase of IDR 1,079,046,375. The findings reveal that poor initial planning and logistical constraints, such as narrow access roads for material delivery, contributed to the delays. The study also forecasts an extended completion time of 42 weeks and provides estimates for the total project cost at IDR 13,736,136,610. The results highlight the importance of thorough planning and logistics management to minimize risks. EVM proved to be an effective tool in monitoring and controlling project performance, providing essential insights for improving future project management practices. The study concludes that better planning, logistics, and real-time project performance monitoring are crucial to ensuring project success in both time and budget management.

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