scholarly journals EVALUASI PENGENDALIAN BIAYA DAN WAKTU PADA PROYEK PEMBANGUNAN JALAN STRATEGIS MATANG SIJUEK-TRIENG PANTANG DENGAN MENGGUNAKAN METODE EARNED VALUE

2018 ◽  
Vol 8 (2) ◽  
Author(s):  
Alfian Alfian
Keyword(s):  
Project Schedule ◽  
Earned Value ◽  
Control Cost ◽  
Cost Performance ◽  
Value Analysis ◽  
Project Completion ◽  
Earned Value Analysis ◽  
Cost Variance ◽  
Road Paving ◽  
The Cost

Time and cost are important aspects in a construcrtion project to achieve a desired success of the project. One way to control cost and time is to use earned value analysis (return value) that informs the data against the cost and time accurately and clearly. The purpose is to evaluate the amount of cost and usage time has been used in the on road paving projects in the Idi city sub district idi rayeuk district east aceh. The method used in this study is the concept of the value of the result (earned value analysis) examines the tendency of schedule variance and cost variance at a period during the project. By conducting this study of earned value project completion with BCWP =Rp.253,429,607.35 BCWS = Rp. 897,091, 753.ll and ACWP = Rp. 306,453,335. 79. Judging from the cost variance (CV) < 0, with cost performance index (CPI) <l in order to get project completion cost of Rp6,564,l 33,232. While aspects of the project Schedule is extra time -29.2% or 31 weeks ahead ofplan indicated SPI value < 1.Keywords : Cost, Performance, earned value, varians, index.

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

scholarly journals ANALISIS SISTEM PENGENDALIAN BIAYA (COST CONTROL FRAMEWORK) PADA PROYEK PELEBARAN JALAN SP.3 LEMPAKE SAMARINDA - SP.3 SAMBERA KALIMANTAN TIMUR

2014 ◽  
Vol 10 (2) ◽  
Author(s):  
Edward Prana ◽  
M.Ruslin Anwar ◽  
Yulvi Zaika
Keyword(s):  
Completion Time ◽  
Cost Control ◽  
Secondary Data ◽  
Primary Data ◽  
Earned Value ◽  
Control Cost ◽  
Project Completion ◽  
Control Framework ◽  
The Cost ◽  
Value Concept

Edward Prana1, M.Ruslin Anwar2 & Yulvi Zaika31,2 & 3Fakultas Teknik Jurusan Teknik Sipil Universitas Brawijaya MalangAlamat Korespondensi: Jl. MT. Haryono No 167 Malang, Indonesiae-mail: [email protected] this study, will be analyzed Cost control framework on one road construction project inEast Kalimantan using Earned Value Concept and Work Break Down Structure. As the object ofstudy is Sp.3 Road Widening Project Lempake (Dublin) - Sp.3 Sambera located in the city ofSamarinda, East Kalimantan. way of acquiring primary data through observation and interviewsdirectly to the project, while secondary data from project documents.Performance costs and time by using Earned Value Concept in terms of the reporting week 25CV and SV value value Positive Negative, indicating that the work has been delayed from the timethe work plan, but the cost is still below the budgeted costs. Resource use efficiency using EarnedValue Fund at week-25 values of 1.11 and SPI CPI of 0.93. Cost performance, while showinggood performance for performance efficiency by less well because of a delay of the planned time.Predicted cost and project completion time estimated the cost for the remaining work on theassumption that the trend of the performance of the project will remain until the end of the project(ETC) amounted to Rp 3, 138,305,144.17 while the estimated cost of up project completion (EAC)is equal to = Rp. 9,871,988,500.07, which means there is no advantage or still under the budget plan(PV) in the amount of Rp. 10,968,876,111.19. While the estimated schedule for the completion ofthe aspects of the job completion time estimates obtained (TE) assuming the performance trend ofthe project remains is 212 days. This means that the project will be delayed approximately 14 daysof 198 days plan.Keywords: Control cost (Cost control framework), Work Break Down Structure, Earned ValueConcept.

scholarly journals PERANCANGAN OTOMATIS PERHITUNGAN EARNED VALUE PADA PROYEK PEMBANGUNAN DENGAN MENGGUNAKAN BAHASA PEMROGRAMAN C#

2021 ◽  
Vol 4 (1) ◽  
pp. 327
Author(s):  
Rudi Desmanto ◽  
Hendrik Sulistio
Keyword(s):  
Programming Language ◽  
Poor Performance ◽  
Good Time ◽  
Earned Value ◽  
Cost Performance ◽  
Value Analysis ◽  
C Programming Language ◽  
Time Performance ◽  
Earned Value Analysis ◽  
C Programming

Earned Value Analysis is one of the methods used in project control to integrate costs and time. Earned Value Analysis is calculated using the C# programming language assistance tool to implement the Gudang Garam Nasional construction work. The method used is Earned Value Analysis. This study's results are equipped with a clear description of the steps that must be taken when starting programming in the C# programming language. For the calculation results of Earned Value Analysis using the Earned Value Analysis program - Rudto 2020 on several Gudang Garam Nasional projects from week 1 to week 2. (1) North Aceh Gudang Garam Nasional has poor cost performance and good timing; (2) Indramayu Gudang Garam Nasional has poor performance and poor costs; (3) Demak Gudang Garam Nasional has poor cost and time performance; (4) Jepara Gudang Garam Nasional has good cost performance but poor time performance; (5) Pati Gudang Garam Nasional has poor cost performance but good time performance; (6) Pamekasan Gudang Garam Nasional has poor cost performance but good time performance. ABSTRAKEarned Value Analysis merupakan salah satu metode yang digunakan dalam pengendalian proyek untuk mengintegrasikan biaya dan waktu. Earned Value Analysis dihitung dengan menggunakan alat bantuan bahasa pemrograman C# pada pelaksanaan pekerjaan konstruksi Gudang Garam Nasional. Metode yang digunakan adalah Earned Value Analysis. Hasil Penelitian ini dilengkapi deskripsi secara jelas langkah-langkah yang harus dilakukan ketika memulai pembuatan program dengan bahasa pemrograman C#. Untuk hasil perhitungan Earned Value Analysis dengan menggunakan program Earned Value Analysis – Rudto 2020 pada beberapa proyek Gudang Garam Nasional dari minggu ke-1 hingga minggu ke-2. (1) Gudang Garam Nasional Aceh Utara memiliki kinerja biaya yang buruk dan waktu yang baik; (2) Gudang Garam Nasional Indramayu memiliki kinerja yang buruk dan biaya yang buruk; (3) Gudang Garam Nasional Demak memiliki kinerja biaya dan waktu yang buruk; (4) Gudang Garam Nasional Jepara kinerja biaya yang baik namun kinerja waktu yang buruk; (5) Gudang Garam Nasional Pati memiliki kinerja biaya yang buruk namun kinerja waktu yang baik; (6) Gudang Garam Nasional Pamekasan memiliki kinerja biaya yang buruk namun kinerja waktu yang baik.

scholarly journals Forecasting techniques in construction industry: earned value indicators and performance models

2020 ◽  
Vol 29 (2) ◽  
pp. 234-243
Author(s):  
Firas Jaber ◽  
Faiq Al-Zwainy ◽  
Nidal Jasim
Keyword(s):  
Performance Index ◽  
Construction Projects ◽  
Performance Indicator ◽  
Tall Buildings ◽  
Earned Value ◽  
Cost Performance ◽  
Value Analysis ◽  
Earned Value Analysis ◽  
New City ◽  
And Performance

Machine Learning Regression Techniques (MLRT) as a shrewd method can be utilized in this study being exceptionally fruitful in demonstrating non-linear and the interrelationships among them in problems of construction projects such as the earned value indexes for tall buildings projects in Republic of Iraq. Three forecasting models were developed to foresee Schedule Performance Index (SPI) as first model, Cost Performance Index (CPI) as a second model, and the third model is To Complete Cost Performance Indicator (TCPI) in Bismayah New City was chosen as a case study. The methodology is mainly impacted by the deciding various components (variables) which impact on the earned value analysis, six free factors (X1: BAC, Budget at Completion; X2: AC, Actual Cost; X3: A%, Actual Percentage; X4: EV, Earned Value; X5: P%, Planning Percentage, and X6: PV, Planning Value) were self-assertively assigned and agreeably depicted for per tall buildings projects. It was found that the MLRT showed good results of estimation in terms of correlation coeffi cient (R) generated by MLR models for SPI and CPI and TCPI where the R were 85.5%, 89.2%, and 86.3% respectively. At long last, a result tends to be presumed that these models show a brilliant concurrence with the genuine estimations.

Performance Reporting and Earned Value Analysis

2006 ◽  
pp. 309-337
Author(s):  
Daniel M. Brandon
Keyword(s):  
Financial Reporting ◽  
It Projects ◽  
Earned Value ◽  
Value Analysis ◽  
Upper Management ◽  
Project Completion ◽  
Earned Value Analysis ◽  
Performance Reporting ◽  
Effective Use ◽  
Cost Determination

A PM must report on the project’s performance to the upper management of the performing organization and perhaps also to the benefiting organization. Upper management usually realizes the complexity and rapid dynamics of IT projects, however, it still needs accurate projections of project completion time and cost so that interdependent business activities, including product release/migration can be planned. Traditional methods of progress-performance reporting are often inaccurate and misleading. Earned value analysis (EVA) has proven to be an extremely effective tool for project time and cost management providing good estimates of actual project completion cost and date. EVA is also is a good early indicator of project problem areas, so that appropriate corrective action can be initiated. The effective use of earned value in IT projects, however, is still low, particularly outside of the U.S. government and its contractors. The application of EVA in IT projects is neither trivial nor straightforward because earned value requires careful planning and reporting in regard to work-packet specification, progress measurements, and actual cost determination. In addition, mechanisms to obtain all this information must be integrated into the organization’s project management, software engineering methodology, and financial reporting systems. This chapter discusses and illustrates effective ways to integrate EVA into an organization’s methodology and financial systems, and also presents specific techniques to deal with associated EVA complexities.

Cost Progress and Earned Value Analysis with Stochastic Activity Durations and Costs in Project Scheduling Problems

2015 ◽  
Vol 719-720 ◽  
pp. 1258-1263
Author(s):  
Jing Wen Zhang ◽  
Chuan Zhuo Qiao ◽  
Geng Tao Liu
Keyword(s):  
Project Managers ◽  
Scheduling Problems ◽  
Earned Value ◽  
Uncertain Environments ◽  
Value Analysis ◽  
Earned Value Analysis ◽  
Cost Curves ◽  
Key Issues ◽  
Activity Cost ◽  
The Cost

This paper addressed two key issues: firstly, the cost incurred to complete an activity depends on its random duration; secondly, multiple methods to account for an activity cost are introduced. The upper and the lower bounds for cumulative cost curves over time can be tracked along a project progressed, which is obtained by mixing Monte Carl sampling with Gantt chart analysis. Moreover, these two bounds statistically represent the range for the budget cost of work scheduled; thus, the uncertain earned value analysis (EVA) is probed in our investigation. The conclusions indicate that project managers can obtain a degree of flexibility when adopting uncertain EVA to monitor status during project execution, which differs greatly from deterministic situations. Our study aims to illuminate some insights for the application of EVA under uncertain environments.

scholarly journals Analisa Nilai Hasil Terhadap Waktu pada Proyek Pembangunan Gedung Laboratorium FKIP Tahap IV (Lanjutan) Universitas Jambi

2020 ◽  
Vol 3 (2) ◽  
pp. 95
Author(s):  
Siti Umi Azizah ◽  
Fakhrul Rozi Yamali ◽  
Elvira Handayani
Keyword(s):  
Earned Value ◽  
Value Analysis ◽  
Earned Value Analysis ◽  
Cost Variance

Didalam pengendalian waktu dan pengendalian biaya pada suatu proyek sangat diperlukan agar suatu proyek mampu menyelesaikan proyek sesuai dengan waktu yang telah di rencanakan dan dengan biaya yang telah direncanakan. Metode analisis nilai hasil (Earned Value Analysis) adalah salah satu cara untuk mengetahui perkembangan proyek yang sedang berlangsung dengan menggunakan tiga indikator, yaitu ACWP, BCWS dan BCWP. Tujuan dari penelitian ini adalah untuk mengkaji dan mengendalikan waktu dan biaya serta memantau indeks kinerja proyek pelaporan pada pembangunan gedung laboratorium Fkip tahap IV (lanjutan) Universitas Jambi. Dari hasil perhitungan diperoleh nilai schedule variance (SV) sebesar (-14,88%), hasil ini menunjukkan pelaksanaan pekerjaan terlambat dari jadwal rencana proyek. Nilai cost variance (CV) sebesar (-6,51%), hasil ini menunjukkan biaya lebih besar dari anggaran yang telah di rencanakan. Nilai budget variace (BV) sebesar (7,28%), hasil ini menunjukkan bahwa anggaran yang digunakan lebih besar dari pada anggaran yang telah direncanakan. Prakiraan waktu penyelesaian proyek (EAS) selama 26,29 minggu dengan prakiraan total waktu penyelesaian proyek 0,29 minggu, hal ini menunjukkan bahwa penyelesaian proyek lambat dari jadwal yang telah direncanakan, dengan nilai kontrak yaitu dalam kurun waktu 26 minggu. Untuk prakiraan biaya penyelesaian proyek (EAC) sebesar Rp. 18.512.224.334,00 dengan sisa anggaran yaitu Rp. -1.127.524.334,00, hal tersebut menunjukkan bahwa biaya yang dikeluarkan lebih besar dari anggaran pelaksanaan, dengan total anggaran biaya sebesar Rp. 17.384.700.000,00.

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.

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