<![CDATA[Project performance control requires an approach that quantitatively integrates planning and implementation. Earned Value Management is used as a method to evaluate cost and time performance through the Cost Performance Index (CPI) and Schedule Performance Index (SPI) indicators. Therefore, it is necessary to implement EVM that not only focuses on evaluating performance indicators numerically, but is also able to represent the actual conditions of the project based on implementation data, so that the analysis of project performance deviations can be carried out more comprehensively and contextually according to the characteristics of the housing project being studied. The results of the project cost performance analysis using the Cost Performance Index (CPI) indicator, the project experienced inefficiency in implementation costs. In the 43rd week, the CPI value was obtained at 0.64, indicating that the actual costs used were greater than the value of the work successfully achieved. The results of the Cost Variance (CV) calculation showed a negative value of Rp149,531,847,789, indicating that the project cost overrun occurred. In addition, the results of the Estimate at Complete (EAC) calculation showed that the estimated final project cost had increased compared to the initial project plan cost. This condition was influenced by increased operational costs due to delays in project duration, increased work implementation costs, and suboptimal use of project resources during the project implementation process.]]>
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