Risk Management in Construction Projects (Case Study: The Construction of the Gianyar Regency Government Administration Building)

Gusti Made Laksmana Utama Primantara (Universitas Udayana)
Dewa Ketut Sudarsana (Universitas Udayana)
Anak Agung Diah Parami Dewi (Universitas Udayana)

Enrichment: Journal of Multidisciplinary Research and Development
Vol. 4 No. 6 (2026): Enrichment: Journal of Multidisciplinary Research and Development

Building construction projects, particularly large-scale government infrastructure developments, involve a high level of uncertainty throughout their implementation, which may result in cost overruns and schedule delays. Therefore, systematic risk management is essential from the planning stage to project completion. This study aimed to identify the various risks inherent in the project, determine the dominant risks, develop appropriate mitigation strategies and risk ownership assignments, and analyze their potential impacts on cost and schedule using the Expected Monetary Value (EMV) and Expected Time Value (ETV) methods in the construction of the Gianyar Regency Government Center (Pusat Pemerintahan Kabupaten [Puspem]) Building. A mixed-methods approach was employed by combining literature reviews, brainstorming sessions, expert validation, questionnaire surveys, and in-depth interviews with 24 purposively selected stakeholders, including the owner, consultants, and contractor. Qualitative analysis was conducted using a probability-impact matrix based on the AS/NZS 4360 risk management standard, while quantitative analysis applied EMV and ETV methods to estimate potential cost losses and schedule delays. A total of 50 risks were identified, of which 46 were considered valid and reliable (Cronbach’s Alpha = 0.744). All 46 risks were categorized as dominant risks, consisting of 16 unacceptable risks (34.78%) and 30 undesirable risks (65.22%), primarily originating from technical, project management, and natural factors. The highest financial impact was associated with inefficient heavy equipment utilization and project operational issues, with an EMV of IDR 12,800,000.00, accounting for 42.03% of the total expected monetary value. The total potential loss was estimated at IDR 30,454,017.68, accompanied by a potential schedule delay of 15.25 days. Based on these findings, appropriate risk ownership assignments and mitigation strategies were developed to minimize potential cost overruns and schedule delays.