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Apriansyah, Muh
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Pengendalian Proyek Perumahan Permata Hijau Menggunakan Metode Earned Value: Permata Hijau Housing Project Control Using the Earned Value Method junna, isra; Setyobudi, Risang; Apriansyah, muh; Fikar, M. Ziaul; Zulfikar, M. Deta
Teras Jurnal : Jurnal Teknik Sipil Vol. 16 No. 1 (2026): Teras Jurnal
Publisher : UNIVERSITAS MALIKUSSALEH

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29103/tj.v16i1.1339

Abstract

Abstrak   Pembangunan perumahan merupakan sektor penting dalam industri konstruksi yang menuntut pengelolaan waktu, biaya, dan kualitas secara efektif. Proyek Permata Hijau menghadapi risiko keterlambatan, pembengkakan biaya, dan ketidaksesuaian hasil pekerjaan, sehingga diperlukan sistem pengendalian yang mampu mengidentifikasi masalah sejak awal. Penelitian ini menerapkan metode Earned Value Management (EVM) untuk mengevaluasi kinerja proyek berdasarkan data pelaksanaan selama 25 minggu. Hasil analisis menunjukkan bahwa proyek berjalan sesuai jadwal dengan nilai Schedule Performance Index (SPI) sebesar 1,00. Namun, proyek mengalami pembengkakan biaya yang ditunjukkan oleh nilai Cost Performance Index (CPI) sebesar 0,99 dan Cost Variance (CV) sebesar Rp795.356,49. Kurva S memperlihatkan pola pelaksanaan proyek konstruksi yang lambat di awal, meningkat di tengah, dan melambat di akhir. Temuan ini menegaskan pentingnya kemampuan manajerial dalam mengendalikan biaya dan menjaga kesesuaian antara perencanaan dan pelaksanaan proyek.   Kata kunci: Earned Value Management, Pengendalian Proyek, Kinerja Biaya, Kinerja Waktu     Abstract Housing development is a crucial sector within the construction industry, requiring effective management of time, cost, and quality. The Permata Hijau Project faces risks of delays, cost overruns, and discrepancies between planned and actual work outcomes, necessitating a control system capable of identifying issues early. This study applies the Earned Value Management (EVM) method to evaluate project performance based on 25 weeks of implementation data. The analysis shows that the project is progressing on schedule, indicated by a Schedule Performance Index (SPI) of 1.00. However, cost overruns are evident, with a Cost Performance Index (CPI) of 0.99 and a Cost Variance (CV) of Rp795,356.49. The S-curve illustrates a typical construction pattern, starting slowly, rising sharply in the middle phase, and slowing toward completion. These findings highlight the importance of managerial capability in controlling costs and ensuring alignment between project planning and execution.   Keywords: Earned Value Management, Project Control, Cost Performance, Time Performance
Co-Authors Alamsyah, Syahrul Anisah, Nur Asfarina, Sharwanda B Erdiansyah Putra Era Safara Fadlun, Fadlun Fitria Ramdhan Galang Wangsa, Ananda Hardinandar, Fajrin Harintaka Harintaka Israjunna, Israjunna Junna, Isra M. Nauval Murtada Fasih M. Ziaul Fikar Muhammad Faizal Muzibburrahman Nur Anggriani Rahman, MIftahur Ramdhani, Fitria Rhamdani, Fitria Rizqan, Muhammad Salmin, Muhammad Salsabilah Sanusi, Gufran Setyobudi, Risang Syaputri, Sulis Taufiqurrahman Ukkasya, M Ukkasya, Muhamad Ulhaq, Muhammad Zia Wangsa, Ananda Galang Winardin, Sofyan Wira Setiawan Zulfikar, M. Deta