scholarly journals ANALISA PENERAPAN MANAJEMEN WAKTU PADA PROYEK BETON PENANGKIS OMBAK

2021 ◽  
Vol 4 (2) ◽  
pp. 246-259
Author(s):  
Sugiyanto Sugiyanto ◽  
Saiful Fallah
Keyword(s):  
Performance Index ◽  
Earned Value ◽  
Schedule Performance

ABSTRAK Penelitian ini merupakan studi kasus pemasangan beton pada PT. Trans Pacific Petrochemical Indotama Tuban. Penelitian ini dilatarbelakangi oleh adanya permasalahan yang dihadapi oleh perusahaan tersebut karena lokasinya berada di tepi laut terhadap adanya keropos tanah yang bisa mengancam keberadaan akses dan peralatan vital perusahaan. Dari hasil investigasi penyebab adanya keropos tanah tersebut disebabkan karena keberadaan penangkis ombak tidak mampu lagi bekerja dengan performa yang diharapkan karena mengalami korosif dan berkarat sehingga tidak mampu mencegah adanya erosi dan abrasi ombak laut. Berdasarkan hasil investigasi tersebut pula, perusahaan mengambil langkah untuk membuat penangkis ombak yang baru terbuat dari komponen beton dengan mempertimbangkan umur ekonomis, efektivitas kerja dan biaya pemeliharaan. Dalam rangka untuk mengetahui apakah upaya teknik pengendalian waktu pelaksanaan proyek dilakukan secara efektif pada proyek beton penangkis ombak, maka diperlukan analisa penerapan manajemen waktu pada proyek tersebut. Teknik pengendalian pada proyek yang diteliti dilakukan dengan menggunakan metode nilai hasil (earned value) yang merupakan upaya pengendalian terpadu pelaksanaan waktu proyek dengan aplikasi Kurva S. Berdasarkan analisa penerapan manajemen waktu pada proyek yang diteliti, didapatkan informasi waktu pelaksanaan proyek pada minggu ke-1, ke-2, ke-3 dan minggu ke-7 berjalan dengan lebih lambat dari jadwal yang direncanakan; kemudian pada minggu ke-4, ke-5, ke-6, ke-8 dan minggu ke-9 berjalan dengan lebih cepat dari jadwal yang direncanakan; dan akhirnya pada minggu ke-10 pelaksanaan proyek mencapai penyelesaian sesuai dengan jadwal yang direncanakan. Berdasarkan atas analisa kinerja jadwal dengan menggunakan metode nilai hasil (earned value method) pada pelaksanaan proyek beton penangkis ombak, didapatkan hasil perhitungan varian jadwal (schedule variance) SV = 0 dan indek kinerja jadwal (schedule performance index) SPI =1. Dengan demikian, hasil analisa pelaksanaan proyek yang diteliti secara meyakinkan menunjukkan terjadinya jadwal pelaksanaan proyek sesuai dengan jadwal yang telah direncanakan (on schedule). Kata Kunci: Proyek, Manajemen Waktu, Jadwal dan Nilai Hasil

Earned Schedule and the Use of Schedule Execution Reporting Metrics

2018 ◽  
Author(s):  
Philip J. Beck ◽  
Dennis Kovacs
Keyword(s):  
Performance Index ◽  
Critical Path ◽  
Project Performance ◽  
Value Management ◽  
Earned Value ◽  
Past Performance ◽  
Earned Value Management ◽  
Time Element ◽  
Schedule Performance ◽  
Schedule Execution

The traditional approach of managing project performance is with the use of Earned Value Management. There is a recent trend towards the expansion of traditional Earned Value Management practices to include the concept of Earned Schedule. Whereas Earned Value provides insight as to how the project is trending in relation to the plan by assessing cost and schedule variances, Earned Schedule focuses on the time element of schedule performance throughout the project execution phase. Earned Value, although very effective at providing visibility to cost performance, is not as transparent when it comes to schedule performance over time. Case in point, at completion, irrespective as to how work progressed on the schedule (ahead or behind plan) at completion, the schedule performance index will always be 1.0. Earned Schedule overcomes this drawback, providing useful tools to report on schedule performance, and providing visibility to the project state from which to base informed decisions. To perform the analysis, Earned Schedule analysis incorporates detail from the baseline and forecast schedules as well as the integrated project management cost report (earned versus planned). In addition to looking at Earned Schedule metrics, other key metrics are factored into this approach to assess overall schedule performance. Key metrics derived from the schedule and highlighted in this approach include: • Critical Path Length Index (CPLI) • Baseline Execution Index (BEI) • Total Float Consumption Index (TFCI) • To Complete Schedule Performance Index (TSPI) • Predicted Forecast Finish Date (PFFD) • Schedule Performance Index (time) (SPIt) • Independent Estimate At Complete (time) (IEACt) The intent of these metrics is to identify trends and assist in predicting project outcomes based on past performance. Since this approach is highly dependent on the schedule data, the more compliant a schedule is to industry best practices the better the quality of the results. The metrics are negatively impacted by recent re-baselining as this causes us to lose historical performance detail. Frequent analysis of the schedule execution reporting metrics defined above provides transparency of project performance and brings visibility to early risk triggers in support of a proactive approach to project execution monitoring and control. This paper will present a case study demonstrating how additional transparency through this approach highlighted a potential schedule risk. This increased visibility allowed the project team to reprioritize and implement proactive corrective actions to mitigate any potential impact to the project In Service Date (ISD).

scholarly journals An Investigation into the Use of Laney U Chart as a Visual Schedule Tracker to Graphically Monitor the Schedule Performance Index

2020 ◽  
Vol 10 (1) ◽  
pp. 35-41
Author(s):  
Jayet Moon
Keyword(s):  
Performance Index ◽  
Control Charts ◽  
Value Management ◽  
Project Schedule ◽  
Earned Value ◽  
Earned Value Management ◽  
Cost Performance ◽  
Schedule Risk ◽  
Schedule Performance ◽  
Visual Schedule

AbstractThe intent of this article is to explore a mathematically sound method to graphically monitor schedule performance index (SPI) such that it enables the project manager to take objective data based decisions regarding the progress of the project schedule. The article aims to leverage the theory and application of control charts, specifically the U chart and Laney U chart and test its applicability to earned value management by trending schedule performance index on a time series chart. Off the shelf software, MinitabTM was used to generate the control charts based on earned value and planned value. While this paper proves that the Laney U chart, with correct interpretation, acts as an effective trigger-based tool for schedule risk management, it also generates further avenues for research into similar use of control charts for cost performance and other quality indices.

Project success indicators focusing on residential projects: Are schedule performance index and cost performance index accurate measures in earned value?

2009 ◽  
Vol 36 (11) ◽  
pp. 1700-1710 ◽  
Author(s):  
Sang-chul Kim
Keyword(s):  
Performance Index ◽  
Quantitative Measure ◽  
Control Technique ◽  
Earned Value ◽  
Cost Information ◽  
Cost Performance ◽  
Cost Overruns ◽  
Success Indicators ◽  
Two Indices ◽  
Schedule Performance

As a concept of project control that provides a quantitative measure of schedule and cost information, earned value (EV) can evaluate work progress by identifying potential delays and cost overruns. When EV is used as a construction control technique, the schedule performance index (SPI) and the cost performance index (CPI) are the core factors in the EV system. The standard is only 1, i.e., 1.0 above or below. Though the two indices have important roles in the EV system, those indices do always show the project status exactly; for example, when planned value (PV), EV, and actual cost (AC) are not collected in a timely manner. Additionally, there is no guideline on how each value in SPI and CPI is understood or how to read the hidden meaning behind the construction status. Therefore, this study first speculates about the meaning of the two indices, then suggests a practical application, and finally shows the framework where the two indices apply to various types of construction.

scholarly journals Pengendalian Proyek dengan Earned Value Method (Evm) pada Proyek Pemeliharaan Jalan Provinsi Denpasar- Simpang Pesanggaran

Widya Teknik ◽  
2019 ◽  
Vol 13 (02) ◽  
pp. 37-46
Author(s):  
Ida Ayu Putu Sri Mahapatni ◽  
Ida Bagus Wirahaji ◽  
I Made Harta Wijaya
Keyword(s):  
Performance Index ◽  
Earned Value ◽  
Cost Performance ◽  
Cost Variance ◽  
Schedule Performance

Pengendalian Proyek Pemeliharaan Jalan Provinsi Denpasar-Simpang Pesanggaran dengan menggunakan metode Earned Value.Tujuan penelitian adalah untuk mengetahui varian biaya dan jadwal (Cost Variance/CV dan  Schedule Variance/SV), untuk mengetahui indeks kinerja dari segi biaya dan waktu (Cost Performance Index/CPI dan Schedule Performance Index/SPI) dan untuk mengetahui perkiraan biaya dan waktu untuk penyelesaian proyek. Jenis penelitian ini adalah deskriptif kuantitatif. Hasil dari penelitian ini adalah kinerja proyek pada minggu pertama menghasilkan CV positif, SV negatif, SPI <1 dan CPI>1, berarti pekerjaan lebih lambat dari jadwal dengan biaya yang lebih kecil dari yang dianggarkan. Pada minggu kedua, ketiga dan keenam menghasilkan CV negatif, SV negatif, SPI<1 dan CPI<1, berarti terjadi keterlambatan dan pembengkakan biaya. Pada minggu keempat dan kelima menghasilkan CV negatif, SV positif, SPI>1 dan CPI<1, berarti pekerjaan lebih cepat dari jadwal dengan biaya yang lebih besar dari yang dianggarkan. Pada minggu ketujuh sampai dengan minggu duapuluh menghasilkan CV positif, SV positif, SPI>1 dan CPI>1, pekerjaan lebih cepat dari jadwal dengan biaya yang lebih kecil dari yang dianggarkan. Hal ini berarti Proyek Pemeliharaan Berkala Jalan Provinsi Denpasar-Pesanggaran, setelah dianalisis dengan Earned Value Method, perkiraan biaya total dan waktu penyelesaian proyek tidak mengalami kerugian dan tidak mengalami keterlambatan

scholarly journals ANALISIS PENGARUH KETERLAMBATAN WAKTU TERHADAP BIAYA MENGGUNAKAN EARNED VALUE CONCEPT (PADA PROYEK JETTY DI PULAU WAIBALUN, FLORES TIMUR)

2019 ◽  
Vol 3 (1) ◽  
pp. 25-40
Author(s):  
Wisnu Abiarto Nugroho ◽  
Kusnul Yakin ◽  
Maulidya Octaviani Bustamin ◽  
Hendrikus Andriano Daeng Weking
Keyword(s):  
Performance Index ◽  
Earned Value ◽  
Cost Performance ◽  
Schedule Performance ◽  
Value Concept

Selama fase konstruksi, produktivitas yang tidak akurat karena manajemen proyek yang tidak tepat sering terjadi.Biaya yang tidak dapat diprediksi, periode konstruksi yang lama serta kualitas konstruksi yang buruk menjadi masalah manajemen proyek.Hal ini perlu guna mengidentifikasi penyimpangan terkait biaya dan jadwal yang berorientasi pada kinerja.Penelitian ini mengkuantifikasi kinerja proyek dengan metode Earned Value Concept. Untuk Pengembangan Proyek jembatan Jetty di pulau Waibalun menggunakan Anggaran Biaya Jadwal Kerja (BCWS), Anggaran Biaya Kerja Dilaksanakan (BCWP) dan Aktual Biaya Kerja Dilakukan (ACWP) sebagai indikator untuk menganalisis nilai-hasil dari Varians Biaya (CV), Jadwal Varians (SV), Indeks Kinerja Biaya (CPI), Jadwal Kinerja Indeks (SPI) di samping perkiraan Estimasi Jadwal (EAS) dan Perkiraan Biaya Perkiraan proyek (EAC) menggunakan Microsoft Excel.Pada penelitian menunjukkan bahwa hingga minggu ke-16 Kinerja proyek di tinjau berdasarkan schedule performance index (SPI) sebesar 0,870, kinerja proyek terhadap biaya, cost performance index (CPI) sebesar 0,893 (CPI<1) dan (SPI<1) menunjukan bahwa kinerja biaya yang buruk .Hal ini disebabkan karena biaya yang dikeluarkan ACWP lebih besar dibandingkan nilai yang di dapat dari penyelesaian pekerjaan selama periode waktu tertentu.,maka dengan kondisi tersebut proyek mengalami keterlambatan -5,625% dan penambahan waktu proyek atau Extension Of Time (EOT) sebesar ( 16 minggu) . BCWP sampai minggu ke-16 = Rp 433.000.000,00 BCWS sampai minggu ke-16 =Rp 499.957.901,00 ACWP sampai minggu ke-16=Rp484.617.468,00 penyimpangan terhadap jadwal Rp.66.957.901,00 dan terhadap waktu sebesar Rp.51.617,468,00.

scholarly journals KAJIAN PERENCANAAN APLIKASI ANALISIS VARIANS DAN KONSEP NILAI HASIL MENGGUNAKAN MICROSOFT ACCESS DALAM PENGENDALIAN PROYEK KONSTRUKSI

2019 ◽  
Vol 3 (2) ◽  
pp. 39-53
Author(s):  
Firdasari Firdasari
Keyword(s):  
Analysis Of Variance ◽  
Performance Index ◽  
Control Method ◽  
Earned Value ◽  
Cost Estimates ◽  
Cost Variance ◽  
Microsoft Access ◽  
Schedule Performance ◽  
Access Program ◽  
Value Concept

Techniques and methods of cost control and project schedule that quickly reveals the deviation is by using analysis of variance and earned value concept. Using the applications such as Microsoft Access program to support the control techniques is required. But how to apply Microsoft Access in the control of construction projects with the calculation method of analysis of variance and earned value concept, so as to provide information on the implementation of the project quickly and accurately. The purpose of this study was to plan a construction project control method by using analysis of variance and earned value concept  through the application of Microsoft Access. Data required in this plan is secondary data in the Budget Plan, time schedule, and report project progress every week. The data obtained will then be categorized based on indicators BCWP (Budgeted Cost of Work Performed) and BCWS (Budgeted Cost of Work Schedule) for each work item, whereas for indicators ACWP (Actualt Cost of Work Performed) is assumed to be based on the percentage of profit to be used. The data are entered into a Microsoft Access program that can be known variance and variance cost and schedule performance index cost and schedule performance index, the remaining cost estimates and total cost estimates. The result achieved is a software application that presents information about the project progress report every week. There are 6 weeks the value of cost variance (CV) is positive and schedule variance (SV) is zero, 13 weeks for the value of schedule variance (SV) is positive and cost variance (CV) is positive, 3 weeks to schedule variance (SV) is negative cost variance ( CV) is positive and 14 weeks for schedule variance (SV) is negative and cost variance (CV) is negative.

scholarly journals Analisis Biaya Dan Jadwal Proyek Pembangunan Gedung Dinas Kesehatan Kabupaten Trenggalek Dengan Metode Earned Value

2020 ◽  
Vol 3 (2) ◽  
pp. 362
Author(s):  
Bagus Zakariyya ◽  
Ahmad Ridwan ◽  
Suwarno Suwarno
Keyword(s):  
Performance Index ◽  
Large Scale ◽  
Actual Cost ◽  
Earned Value ◽  
District Health ◽  
Cost Performance ◽  
Schedule Performance ◽  
The Cost ◽  
Benefit Cost ◽  
Index Estimate

The construction of the Trenggalek District Health Office Building is a large-scale construction project. Large-scale projects often have performance issues. It is necessary to control costs and schedules for the project to go according to plan. Research using the Earned Value Method aims to find out the performance index, estimate the cost and time of completion of the work. They thus obtained corrections that must be made to the progress of the project. The results of the study in the 12th week were Budgeted Cost of Work Scheduled (BCWS) amounting to Rp1,946,626,471.64, Budgeted Cost of Work Performed (BCWP) amounted to Rp1,319,204,394.05, Actual Cost of Work Performed (ACWP) of Rp1,181,554,085.52. Performance costs benefit; Cost Varian (CV) of Rp137,660,308.53 or Cost Performance Index (CPI) is worth 1,117>1. Schedule performance is delayed, Schedule Varian (SV) of -Rp627,422,077.59 or Schedule Performance Index (SPI) is worth 0.678<1. Estimate at Completion (EAC) of Rp3,483,730,479.63 benefited Rp405,885,332.51. Estimate All Schedule (EAS) for 29,707 weeks, slow 5,707 weeks.Pembangunan Gedung Dinas Kesehatan Kabupaten Trenggalek merupakan proyek konstruksi berskala besar.Pada proyek berskala besar sering terjadi permasalahan kinerja. Oleh karena itu perlu pengendalian biaya dan jadwal agar proyek berjalan sesuai rencana. Penelitian ini menggunakan Metode Earned Value dengan tujuan agar   dikeetahui indek kinerja, dan dapat memperkirakan biaya dan waktu penyelesaian pekerjaan, sehingga  diperoleh koreksi yang harus dilakukan untuk kemajuan proyek. Hasil penelitian pada minggu ke-12 adalah Budgeted Cost of Work Schedule (BCWS) sebesar Rp1.946.626.471,64, Budgeted Cost of Work Performed (BCWP) sebesar Rp1.319.204.394,05, Actual Cost of Work Performed (ACWP) sebesar Rp1.181.554.085,52. Kinerja biaya mendapat keuntungan, Cost Varian (CV) sebesar Rp137.660.308,53 atau Cost Performance Index (CPI) bernilai 1,117>1. Kinerja jadwal mengalami keterlambatan, Schedule Varian (SV) sebesar -Rp627.422.077,59 atau Schedule Performance Index (SPI) bernilai 0,678 < 1. Estimate at Completion (EAC) sebesar Rp3.483.730.479,63 mendapat keuntungan sebesar Rp405.885.332,51. Estimate All Schedule (EAS) selama 29,707 minggu, lambat 5,707 minggu.

scholarly journals Risk Level Assessment in Construction Projects Using the Schedule Performance Index

2016 ◽  
Vol 2016 ◽  
pp. 1-8 ◽  
Author(s):  
Roberto Barbosa dos Santos ◽  
Antônio Edésio Jungles
Keyword(s):  
Performance Index ◽  
Risk Evaluation ◽  
Construction Projects ◽  
Construction Project ◽  
Risk Level ◽  
Limit Values ◽  
Strong Point ◽  
Efficient Management ◽  
Schedule Performance ◽  
Inferior Limit

Construction projects are risky in both physical implementation and management. The characteristics of the risk reinforce the necessity of efficient management to increase the chances of success without commitment to its goals. This study explores the correlation of delay and the schedule performance index (SPI) to evaluate the risk of a construction project completed with time overruns. The hypothesis that the SPI of projects with a delay is distinct from those projects without a delay is assumed. A database with 19 elements was used to test this hypothesis and to calculate limit values to the SPI. Therefore, the risk of delay will be small when the observed SPI is greater than the superior limit and large when the SPI is below the inferior limit. The simplicity involved in the calculation of these values showed an advantage in comparison with other methods of risk evaluation. Another strong point observed is that any company can determine the value of risk by considering its own history and support decisions like doing corrective actions.

Project control and forecast assessment of building projects in Pakistan using earned value management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hafiz Zahoor ◽  
Rashid Mehmood Khan ◽  
Ahsan Nawaz ◽  
Muhammad Ayaz ◽  
Ahsen Maqsoom
Keyword(s):  
Current Status ◽  
Value Management ◽  
Earned Value ◽  
Earned Value Management ◽  
Building Projects ◽  
Content Type ◽  
Similar Work ◽  
Progress Reporting ◽  
Schedule Performance ◽  
Under Construction

PurposeEarned Value Management (EVM) is widely used as a project performance measurement and forecasting technique. Nonetheless, it has not been fully explored in Pakistani construction industry; where conventional progress reporting methodology (CPRM) is being followed having certain confines. It reports only the financial progress of a project, expresses feeble association between the duration and cost of activities, and forecasts flawed schedule and completion cost. This research implements EVM on under-construction building projects in Pakistan, and compares its upshots with the projects' actual records and with the outcomes of CPRM.Design/methodology/approachTo assess the implementation of EVM on building projects, a set of specific criteria was established. Work Breakdown Structure, Organization Breakdown Structure and Control Points were established. The study has compared the EVM metrics with CPRM outcomes on three under-study building projects, and has deliberated on their mutual differences as well as their relationship with actual cost and schedule performance. Monthly figures of actual spending and completed activities were periodically recorded and compared with planned values for status indication. The graphs were generated to observe the correlation between the results of EVM and CPRM. The data was then extrapolated to forecast the schedule and cost values at completion.FindingsThe study discovered that trends of EVM in quantifying the project's cost and schedule performance were strongly correlated and were closer to the actual progress. It has also verified the EVM's soundness in forecasting the cost and schedule, required for project's completion. Contrarily, CPRM metrics could not precisely visualize the current and future, cost and schedule performance.Originality/valueThe case study concludes that EVM's incorporation in progress reporting regime can revolutionize the assessment procedures in Pakistan by rightly indicating the project's current status as well as visualizing the future performance. The study's methodology can also be extrapolated in other countries having similar work environment and economic conditions.

scholarly journals PENERAPAN METODE KONSEP NILAI HASIL (EARNED VALUE CONCEPT) PADA PROYEK PENINGKATAN JALAN ASPAL DI LOKASI F4 (SUNGAI SIRIH)

2020 ◽  
Vol 6 (2) ◽  
pp. 109
Author(s):  
Surya Adinata ◽  
Akbar Alfa
Keyword(s):  
Performance Index ◽  
Cost Control ◽  
Project Work ◽  
Volume Data ◽  
Earned Value ◽  
Planning Time ◽  
Project Construction ◽  
S Curve ◽  
And Performance ◽  
Value Concept

The cost control is a very important aspect in project management. Poor cost control often results in project construction costs that differ from planned costs. The applying of the Earned Value Concept method for analytical calculations requires the following data: Implementation time along with the S curve; Volume data of each work item; Percentage of work weighted; Standard daily reports, weekly reports, and monthly project reports; Actual project financial data and SPI. The stage of data analysis for each job are: determining of BCWS (Budgete Cost Of Work Schedule); BCWP (Budgeted Cost of Work Performed; ACWP (Actual Cost of Work performed) Analysis of variance and performance index from the Earned Value Concept method. It consists of: Cost Variance (CV) and Schedule Variance (SV), Cost Performance Index (CPI) and Schedule Performance Index (SPI). The results of the analysis of the applied of the Earned Value Concept method of PT. Riau Maju Cemerlang obtained a gross cost gain of around Rp. 173,591,516.52 or 5.00% of the total construction price without VAT value. The initial planning time for project work began on 26 July and the initial planning time ended on 17 December (145 HK) turned out to be 27 December (155 HK). The applied of the Result Value Concept method to the project can find out the remaining value of the project costs for the remaining work and how much the total cost has been used for the project.

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