<![CDATA[Time overrun is one of the most critical challenges affecting schedule performance in construction projects. This study aimed to identify the factors contributing to time overruns, evaluate schedule deviations using Earned Value Management (EVM), and propose improvement strategies through the Critical Path Method (CPM) within the DMAIC (Define, Measure, Analyze, Improve, Control) framework for the electrical installation project on the 8th floor of Mall X. A mixed-methods approach was employed by combining primary data obtained from interviews with the Project Manager, Site Engineer, Supervisor, and Quality Control personnel with secondary data from project schedules, S-curves, and progress reports. The analysis was conducted using Schedule Variance (SV), Fishbone Diagram analysis, CPM simulation, and the development of a Standard Operating Procedure (SOP). The results showed that time overrun factors included Design, Material, Management, Method, and Man, with Design, Material, and Management identified as the dominant factors (100% occurrence frequency), followed by Method (75%) and Man (50%). EVM analysis indicated that schedule deviation began in week 11, with an SV of ?12.44% at the planned completion in week 17, indicating that actual progress reached only 87.56% of the planned progress and resulted in completion delays until week 20. The CPM simulation identified the critical path A–B–D–H–K–N–O with a total duration of 103 working days (approximately 15 weeks), compared with the existing 17-week schedule based on practical experience without structured scheduling methods, indicating a potential reduction of two weeks. This study proposed CPM implementation and an SOP for Project Schedule Performance Control to minimize time overruns in similar construction projects.]]>
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