Review Sistem Pengendalian Proyek Dengan Metode Nilai Hasil Pada Pembangunan Bendungan Bajulmati

Abstract

Cost and schedule planning and control are integral parts of overall construction project management. To avoid losses in a project, we can forecast the project’s completion costs using the earned value concept. With the earned value concept, project progress can be measured by comparing the work plan established at the start of the project with the actual project implementation. Based on the results of an analysis using the earned value concept, a time variance up to the 20th month was determined to be (Rp. 289,158,847.65), which indicates a time variance meaning the project is behind schedule compared to the plan while the cost deviation up to the 20th month amounted to (-Rp. 1,072,748,617.68), indicating a cost deviation that is, costs were higher than planned. The project’s performance index, as assessed by the schedule performance index (SPI), yielded a value of 0.8, indicating that implementation was slower than planned; meanwhile, the cost performance index showed that costs incurred were higher than planned. The estimated cost to complete the project after the evaluation in the 20th month is Rp. 177,112,686,803.82, while the estimated time to complete the project after the evaluation in the 20th month is 33 months. When assessed in terms of time and cost in the 20th month, the project exhibits deviations in both cost and time: the costs incurred through the 20th month exceed the plan, and the implementation timeline is behind schedule.