scholarly journals Penggunaan Metode Nilai Hasil (Earned Value Analysis) Terhadap Biaya Dan Waktu Pada Proyek Konstruksi Bangunan Perumahan (Studi Kasus Proyek Konstruksi Bangunan Perumahan PT. Graha Praja Kencana Di Desa Ceguk Kecamatan Tlanakan Kabupaten Pamekasan)

2020 ◽  
Vol 3 (1) ◽  
pp. 31
Author(s):  
Dedy Asmaroni ◽  
Aldi Setiawan
Keyword(s):  
Construction Management ◽  
Time Management ◽  
Construction Project ◽  
Residential Building ◽  
Project Performance ◽  
Main Study ◽  
Earned Value ◽  
Final Time ◽  
Value Analysis ◽  
Earned Value Analysis

In a construction project there are various stages related to construction management, in which there are various problems regarding the management of costs and time off work so that in its implementation we need a system for cost management and time management so that in its implementation, the project can be completed on time as planned and the costs incurred according to the needs of the project being worked on. In writing this article the main study is, how is the project performance in terms of cost and time, how is the application of EVA (Earned Value Analysis) to predict the costs and the final time of completion of the project, are there any advantages or disadvantages that may occur in the completion of a construction project PT Graha Praja Kencana Residential Building in Ceguk Village, Tlanakan District, Pamekasan Regency? To answer this problem, a qualitative approach with a descriptive type was conducted. Sources of data obtained through interviews, observations, and documentation with respondents, namely consultants, contractors, and the Director of PT Graha Praja Kencana. From the results of data analysis, it can be concluded that shows that the costs incurred are lower than the planned budget, the time of project implementation according to the schedule from the initial planning, the costs incurred every week from week 1 to week 9 experienced a very significant increase, and the profits obtained by the contractor until the end of the project starting from the first week to the 9th week of Rp. Rp. 8,978,737.20.

scholarly journals ANALISIS KINERJA PROYEK PEMBANGUNAN RUMAH SAKIT BANYUMANIK II DENGAN MENGGUNAKAN EARNED VALUE ANALYSIS (EVA) DAN PROJECT EVALUATION REVIEW TECHNIQUE (PERT)

2016 ◽  
Vol 11 (2) ◽  
pp. 61 ◽  
Author(s):  
Aries Susanty ◽  
Adi Luhung Pekerti ◽  
Diana Puspita Sari
Keyword(s):  
Performance Index ◽  
Construction Project ◽  
Poor Performance ◽  
Project Evaluation ◽  
Project Performance ◽  
Earned Value ◽  
Value Analysis ◽  
Total Cost ◽  
Project Completion ◽  
Earned Value Analysis

Penelitian ini bertujuan untuk untuk mengevaluasi kinerja proyek pembangunan Rumah Sakit Banyumanik II serta memberikan rekomendasi penjadwalan ulang atas pelaksanaan proyek teresebut. Penilaian kinerja proyek pembangunan Rumah Sakit Banyumanik II akan dilakukan dengan menggunakan Earned Value Analysis (EVA), sedangkan penjadwalan ulang atas pelaksanaan pekerjaan proyek tersebut akan dilakukan dengan menggunakan metoda Project Evaluation and Review Technique (PERT). Hasil penilaian kinerja proyek dengan menggunakan EVA menunjukkan bahwa pada hari 315, kinerja proyek kurang baik. Perbandingan antara estimasi nilai (value) pekerjaan fisik yang sebenarnya yang telah selesai dengan porsi total estimasi biaya yang sudah disetujui untuk dikeluarkan untuk proyek  selama 315 hari (scheduling performance index) memiliki nilai  kurang dari 1 (76,8%). Pengerjaan proyek tertinggal dari jadwal yang telah ditetapkan. Perbandingan nilai antara estimasi nilai (value) pekerjaan fisik yang sebenarnya yang telah selesai dengan biaya total langsung maupun tidak langsung yang digunakan dalam rangka menyelesaikan proyek sesuai aktivitasnya (cost performance index) selama 315 hari memiliki nilai kurang dari 1 (91,8%). Biaya proyek melebihi biaya yang dianggarkan sampai dengan periode tersebut. Selanjutnya, terdapat beberapa skenario untuk penyelesaian proyek apabila  penjadwalan ulang atas sisa kegiatan dari  proyek dilakukan dengan mengacu pada kondisi proyek pada hari ke-315. Jika sisa kegiatan proyek dipercepat dan proyek dapat diselesaikan dalam kurun waktu 117 hari, maka total biaya yang diperlukan adalah Rp.4.787.828.482, Jika sisa kegiatan proyek  dipercepat dan proyek dapat diselesaikan dalam kurun waktu 113 hari, maka biaya yang diperlukan adalah Rp  4.800.288.482, Jika sisa kegiatan proyek  dipercepat dan proyek dapat diselesaikan dalam kurun waktu 103 hari, maka biaya yang diperlukan adalah Rp.5.014.688.482. Jika sisa kegiatan proyek  dipercepat dan proyek dapat diselesaikan dalam kurun waktu 102 hari, maka baiya yang diperlukan adalah Rp.5.053.453.482; dan jika sia kegiatan proyek  dipercepat dan proyek dapat diselesaikan dalam kurun waktu 94 hari maka biaya yang diperlukana adalah Rp.5.397.573.482. AbstractThis study aims to evaluate the performance of the construction project of Banyumanik II Hospital and provide some recommendations for project rescheduling. Earned Value Analysis (EVA) is used as a method for evaluating a project performance; whereas, Project Evaluation and Review Technique (PERT)are used as a method for project rescheduling. The result of the evaluation of project performance using EVA shows that the construction project of Banyumanik Hospital II has poor performance on day 315. The comparison between the estimation of the original budget that has been earned by actual work completed and the planned time-phased baseline of the value of the work scheduled (scheduling performance index) on day 315 less than 1 (76.8%). Its mean the project behind the schedule. The comparison between the estimation of the original budget that has been earned by actual work completed and actual cost of the work completed on day 315 also less than 1 (91,8%. Its mean the project over cost. Then, based on the condition of the construction project on day 315,  we can make some scenario of project completion. If the project is completed in 117 days,  the total cost for remaining activity  will be IDR  4.787.828.482. If the  project is completed in 113 days, the total cost for remaining activity will be IDR.  4.800.288.482, If the project is completed in 103 days, the total cost for remaining activity will be IDR. 5.014.688.482. If the project is completed in 102 day, the total cost for remaining activity will be Rp.5.053.453.482; and if the project is completed in 94 days, the total cost for remaining activity will be IDR. 5.397.573.482.

scholarly journals PROJECT PERFORMANCE MONITORING METHODS USED IN MALAYSIA AND PERSPECTIVES OF INTRODUCING EVA AS A STANDARD APPROACH / MALAIZIJOJE NAUDOJAMI PROJEKTŲ EFEKTYVUMO STEBĖJIMO METODAI IR GALIMYBĖS EVA NAUDOTI KAIP STANDARTINĘ METODIKĄ

2011 ◽  
Vol 17 (3) ◽  
pp. 445-455 ◽  
Author(s):  
Hamzah Abdul-Rahman ◽  
Chen Wang ◽  
Norjuma’ah Binti Muhammad
Keyword(s):  
Project Management ◽  
Manufacturing Industry ◽  
Structured Interview ◽  
Project Performance ◽  
Management Tool ◽  
Stochastic Methods ◽  
Earned Value ◽  
Value Analysis ◽  
Earned Value Analysis ◽  
Qualitative Approaches

Earned value analysis (EVA) is a well-known project management tool for monitoring and forecasting the project performance such as time and cost. Despite the benefits found in the manufacturing industry, EVA has not been widely implemented in the Malaysian construction industry. This study is aimed to determine the advantages of EVA over other project control methods, to determine the suitability of implementing EVA in construction projects, and to develop a working flowchart as a guide in implementing EVA. Accordingly, qualitative approaches including the structured interview survey and the flowchart development were employed in this study. Findings reveal that comparing to stochastic methods, Fuzzy logic model, and miscellaneous methods, the EVA has remarkable advantages in accuracy, flexibility, and adaptability for complexity. Malaysian government has decided to implement EVA to enhance the level of project management for the whole country. Hence, an EVA working flowchart was developed by the authors, through which more de- tailed project status could be monitored and more accurate future performance of the project could be forecasted. Santrauka Uždirbtos vertės analizė (UVA, angl. Earned Value Analysis, EVA) – paplitęs projektų valdymo įrankis, skirtas projekto efektyvumui, pavyzdžiui, laikui ir sąnaudoms, stebėti ir prognozuoti. Nors UVA nauda gamybos sektoriuje akivaizdi, Malaizijos statybų sektoriuje ji nėra plačiai taikoma. Šiuo tyrimu siekiama nustatyti UVA pranašumus prieš kitus projektų kontrolės metodus, nustatyti UVA tinkamumą statybų projektams ir sukurti darbinę srautų diagramą, kuri padėtų diegiant UVA. Taigi tyrime taikyti kokybiniai metodai, įskaitant apklausą, naudojant nustatytos struktūros pokalbius, ir srautų diagramos kūrimą. Išvados rodo, kad tikslumu, lankstumu ir pritaikymu sudėtingiems atvejams UVA yra gerokai prana- šesnė už stochastinius metodus, neraiškiosios logikos modelį ir įvairius kitus metodus. Malaizijos Vyriausybė nutarė įdiegti UVA, taip pagerindama projektų valdymą visoje šalyje. Dėl to autoriai sukūrė darbinę UVA srautų diagramą, kuri leidžia stebėti smulkesnius projekto būsenos aspektus ir tiksliau prognozuoti projekto efektyvumą ateityje.

scholarly journals Integrated earned value analysis and their impact on project success

2020 ◽  
Vol 1 (1) ◽  
pp. 34-39
Author(s):  
Fatemeh Nouban ◽  
Nour Alijl ◽  
Mohammad Tawalbeh
Keyword(s):  
Project Management ◽  
High Performance ◽  
Project Success ◽  
Total Duration ◽  
Project Performance ◽  
Earned Value ◽  
Value Analysis ◽  
Safety Control ◽  
Earned Value Analysis ◽  
Measure Project

The project management system has many tools and techniques to control projects' main elements schedule, cost, quality, risk, communications and procurements to attain project success and high performance. Earned value analysis (EVA) is the most effective tool to measure project performance which is widely used by many organisations such as Defence Acquisition University; National Aeronautics and Space Administration; Society of Cost Estimates and Analysis; and Project Management Institute (PMI)  to measure project performance and control it through cost and schedule,  which are illustrated into graphs to forecast the project results to be shared and reported to top management, stakeholders and client in regular basis taking into consideration the other factors such as risk management, project environment, quality, safety, control charts, and sustainability to attain highly performance. Proposed methodology in the presented paper to implement the integrated EVA in an effective and uncomplicated way to attain project success and high performance using an automated sheet to perform analysis for an anonymous hospital design project with the total duration of seven months and illustrates and summarises the key factors based on previous studies and project examples.

scholarly journals Evaluation Of Construction Project Time And Cost Control Based On Earned Value And Crash Project Method

Neutron ◽  
2021 ◽  
Vol 21 (1) ◽  
pp. 20-26
Author(s):  
Mohammad Irfandio Kurniawan ◽  
Diah Ayu Restuti Wulandari ◽  
Diah Ayu Restuti Wulandari ◽  
Julistyana Tistogondo ◽  
Julistyana Tistogondo
Keyword(s):  
High School ◽  
Junior High School ◽  
Junior High ◽  
Construction Project ◽  
Earned Value ◽  
Value Analysis ◽  
Earned Value Analysis ◽  
Cost Variance ◽  
Cost Calculations ◽  
The Cost

Project development and how to control time and costs in the construction project of a public junior high school 1 Surabaya. This research was conducted with the aim of knowing and comparing the amount of duration and cost after acceleration by using the alternative Earned Value Analysis. The case study in this research takes the construction project of a public junior high school 1 Surabaya which is located in Surabaya. The data needed in this study include the S curve, recapitulation of project cost calculations, a list of budget plans (RAB), and a list of unit wage prices for workers. The research method used is to design network planning, calculate the cost variance and variance schedule for each activity that changes due to changes in the duration of implementation, acceleration of work duration, and determination of the optimum cost and duration due to the application of the Earned Value Analysis method. For the calculation of the variance Schedule on week 34 shows a positive result of Rp. 109,550,470. For the calculation of the cost variance from week 34 shows - Rp. 2,488,159. For the calculation of Estimate at completion (EAC) on week 34 of Rp. 6,663,998,229. For the calculation of Estimate temporary schedule, the evaluation week 34 experienced a delay of 53 days from the original schedule. So the work completion time is 233 calendar days

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