E-ISSN: 2528-388X
P-ISSN: 0213-762X
INERSIA
Vol.
No.
May 2025 Cost and Time Performance Evaluation of a Sports Hall Construction Project Using the Earned Value Method: A Case Study at Gunung Kidul Campus.
Universitas Negeri Yogyakarta Anik Nurul Pratiwi*.
Wisnu Rachmad Prihadi.
Muhammad Donny Reval Al-Pashya Department of Civil Engineering.
Vocational Faculty.
Universitas Negeri Yogyakarta.
Yogyakarta 55281.
Indonesia
ABSTRACT
Keywords:
Earned value Cost estimating Project management The main objectives in managing construction work involve controlling costs, ensuring quality, and meeting project deadlines.
Construction projects are regarded as successful when they deliver outputs that satisfy predefined quality standards, are finished on time, and stay within the agreed budget.
The Earned Value Method (EVM) is a valuable technique in project management for assessing both cost efficiency and schedule adherence throughout the projectAos duration.
Important indicators for this analysis include BCWP (Budgeted Cost of Work Performe.
BCWS (Budgeted Cost of Work Schedule.
ACWP (Actual Cost of Work Performe.
Schedule Variance (SV).
Cost Variance (CV).
Schedule Performance Index (SPI).
Cost Performance Index (CPI).
Estimated At Schedule (EAS), and Estimated Temporary Schedule (ETS).
This research focuses on evaluating the performance of the Sports Hall Building construction project at Gunung Kidul Campus by applying the earned value method.
The assessment emphasizes time scheduling and cost management to gauge how well the project progresses relative to its planned schedule and budget.
The studyAos findings reveal the current condition of both cost and schedule aspects of the Sports Hall Building project at Gunungkidul Campus.
Universitas Negeri Yogyakarta.
The data showed a positive cost variance, indicating that the projectAos actual expenditures were less than originally planned.
This is an open access article under the CCAeBY license.
Introduction Effective project monitoring is crucial for successful delivery across all industries.
Conventional methods, often limited to merely tracking actual expenditures against budgets or progress against schedules, frequently fall short of providing a truly integrated and forwardlooking view of a project's health.
This compartmentalized approach can obscure underlying issues, leading to reactive decision-making, unmanaged cost escalations, inevitable schedule delays, and, ultimately, project failure .
The fundamental complexity and dynamic nature of contemporary projects, particularly within the construction industry, necessitate a more sophisticated and thorough performance measurement system capable of synthesizing financial, temporal, and physical progress data into a coherent and actionable framework.
*Corresponding author.
E-mail: aniknurulpratiwi@uny.
https://doi.
org/10.
21831/inersia.
Received 20th March, 2025.
Revised 31st May, 2024.
Accepted 6th June 2025 Available online 10th June 2025 To overcome these limitations.
Earned Value Management (EVM) has emerged as a widely recognized and highly effective methodology for project control.
EVM systematically integrates project scope, schedule, and cost performance into a unified system, offering project managers a powerful suite of metrics to objectively evaluate project status, forecast future performance, and proactively identify variances requiring corrective action .
At its core.
EVM operates by comparing three fundamental dimensions: the Planned Value (PV), representing the budgeted cost of work scheduled to be the Actual Cost (AC), representing the total cost incurred for the work performed.
and the Earned Value (EV), which is the budgeted cost of the work actually accomplished.
This tripartite comparison provides a holistic picture of project efficiency and INERSIA.
Vol.
No.
May 2025 Anik Nurul Pratiwi, et.
effectiveness, enabling a deeper understanding of performance compared to conventional methods alone .
investigated the application of EVM in highway construction projects, confirming its efficacy in monitoring and forecasting performance for thorough assessment .
These findings collectively emphasize EVM's capacity to elevate project management beyond simple tracking to truly predictive and proactive control, yielding measurable benefits in terms of efficiency and success rates in construction ventures globally, thereby ensuring projects are effectively evaluated.
The primary function of EVM is to offer an objective, quantitative, and integrated assessment of project Unlike basic cost tracking.
EVM reveals not just how much has been spent, but the actual value received for that expenditure relative to the initial plan.
This integration facilitates the calculation of critical performance indicators such as the Cost Performance Index (CPI), which quantifies cost efficiency (EV/AC), and the Schedule Performance Index (SPI), which quantifies schedule efficiency (EV/PV).
A CPI or SPI below one immediately flags cost overruns or schedule delays, respectively, serving as crucial early warnings.
Furthermore.
EVM enables more accurate forecasting by allowing the calculation of the Estimate at Completion (EAC) and Estimate to Complete (ETC), providing project managers with a clearer projection of the final project cost and duration based on current performance trends .
These functions collectively empower project teams to make data-driven decisions, anticipate problems before they become critical, and refine project strategies in realtime.
This journal aims to provide a detailed examination of Earned Value Management, analyzing its core functions and elucidating its critical roles in enhancing project performance within the construction sector, with a specific focus on its contribution to evaluating construction project It will examine the specific adaptations and practical considerations required for successful EVM implementation in construction projects, review recent advancements and successful case studies, and discuss the persistent challenges and emerging best practices associated with its deployment.
By synthesizing current research and practical insights from the last decade, this paper seeks to contribute to a deeper understanding of how EVM can be strategically leveraged to improve project predictability, enhance transparency, optimize resource allocation, and ultimately foster a more efficient, resilient, and successful construction industry.
Numerous international studies and case reports consistently underscore the positive impact of EVM implementation on construction project outcomes and, specifically, its ability to evaluate project performance For example, research on various construction projects has shown that applying EVM principles enables the early detection of schedule delays and cost overruns, providing critical insights that facilitate timely corrective actions .
Studies have detailed how EVM metrics, such as CPI and SPI, deliver objective performance indicators that assist project teams not only in tracking progress but also in predicting future performance with greater accuracy, ultimately leading to enhanced profitability and project completion within planned parameters .
Furthermore, in the Gaza Strip revealed EVM's effectiveness in managing time and cost overruns in building projects, highlighting its practical benefits in achieving desired outcomes and facilitating post-project evaluation .
Similarly, infrastructure projects in Jordan have emphasized how EVM enhances decision-making processes by providing clear performance data, which is crucial for ongoing project evaluation .
More recently.
EVM's utility in improving project performance measurement in the UAE's construction sector, underscoring its adaptability to diverse regional contexts and its role in overall evaluation .
Integrating EVM with BIM for enhanced project control, a synergy that directly supports detailed performance evaluation .
This research uses objects from the construction project of the Sports Building or Sports Arena (GOR) of Yogyakarta State University.
Gunungkidul Campus, which is a forum or location designated for organizing sports events or an arena usually called a sports venue.
Yogyakarta State University currently has a sports building, namely in the downtown area of the Special Region of Yogyakarta and Gunungkidul.
The sports building in Gunungkidul has just been built because not long ago the Yogyakarta State University.
Kulon Progo, and Gunungkidul campuses were formed.
Therefore, one way to build a superior university is to complete the facilities needed to carry out various activities.
Methods The fact that this project involves complex tasks that must be completed on schedule and within the specified time led to the selection of this object for research so that this work must be carried out in a timely manner in order to be able to carry out analytical calculations and be reviewed from a management perspective, with a focus on utilizing the Earned Value Concept to limit costs and implementation time.
Anik Nurul Pratiwi, et.
INERSIA.
Vol.
No.
May 2025 The data collection method used in this study is to use primary and secondary data.
Secondary data in the form of sources from journals and literature study literature and primary data obtained from PT.
Wahyu Kusuma Jati Pratama such as RAB.
Time Schedule / S Curve.
Progress Report.
Daily and weekly reports.
The data is used to process data using the Earned Value.
The object of study used in the preparation of this final project is the Sports Building (GOR) Construction Project of Yogyakarta State University.
Gunungkidul Campus can be seen in Figure 1.
Third.
ACWP is the actual cost incurred for the completion of work in the relevant time period to complete the work within a certain period of time.
Productivity and Performance Index consist of:
Time Productivity Index (SPI) = BCWP / BCWS Cost Productivity Index (CPI) = BCWP/ACWP .
There are has three performance index criteria, first, performance index <1, means that expenditure is greater than the budget or the implementation time is longer than the planned schedule.
Second, performance index > 1, then the performance of the project implementation is better than the planning, smaller than the budget or the schedule is faster than the plan.
Third.
The greater the difference between the performance index and the number 1, the greater the deviation from the basic planning or Estimated time for completion of all work:
ETS = remaining time / SPI EAS = time finish ETS This study was conducted to assess the performance of project implementation in terms of time and cost based on the understanding of value and results (Earned Valu.
, evaluate the estimated time and cost of completing the deviation or delay.
The stages of this research are carried out as follows:
Figure 1.
GOR UNY Gunungkidul The concept of Earned Valued is measurement method that uses "work in progress" to indicate what will happen in future work.
This method can detect if there is a deviation in cost or time .
The concept of earned value presents 3 dimensions, namely physical completion of the project, calculation of planned costs on the project, actual costs incurred by the project .
There are several types of indicators in the earned value method, namely ACWP.
BCWP, and BCWS.
The earned value method has a weakness, namely that this method must be equipped with the expertise of the project manager, as an important factor in decision making using information generated from its application .
From the various problems that occur during the project, an effort is needed to control the time and cost of project implementation using the earned value method .
1 Literature study The literature study used in this study is a literature study related to or in line with solving problems regarding cost and time control using the Earned Value method.
This study uses several relevant references regarding the calculation aspect using the yield value method.
2 Data collection This study uses secondary data sourced from PT.
Wahyu Kusuma Jati Pratama in the form of RAB.
Time Schedule/S Curve.
Progress Report.
Daily and weekly After that, the data is used as material for data processing using the Earned Value method.
There are indicators used in the concept of yield value, namely: Indicators used in Earned Valued are .
, .
BCWS (Budgeted Cost for Work Schedul.
is a planned cost budget based on a work plan that has been prepared against time.
Second.
BCWP is the value received from the completion of work during a certain period of time.
When the ACWP figure is compared with the BCWP value, a comparison will be seen between the costs that have been incurred for work that has been carried out against the costs that should have been incurred for that 3 Data processing If all data has been collected, data processing is carried The ACWP.
BCWP, and BCWS indicators are determined in the first few steps in the Earned Value RAB.
RAP.
Time Schedule, project progress reports, and project expenditure reports are the main sources of secondary data used to create these indicators.
INERSIA.
Vol.
No.
May 2025 Anik Nurul Pratiwi, et.
These indicators are in the form of determining ACWP.
BCWP.
BCWS.
After that, it is analyzed to determine the values of CV.
SV.
CPI.
SPI.
ETS.
EAS.
EAC and ETC.
If all data has been collected, data processing is carried out.
The ACWP.
BCWP, and BCWS indicators are determined in the first few steps in the Earned Value method.
RAB,
RAP.
Time Schedule, project progress reports, and project expenditure reports are the main sources of secondary data used to create these indicators.
The indicators are as 4 Cost and time The initial step taken is to first determine the values or indicators of ACWP.
BCWP, and BCWS to make it easier to manage data and see the progress of costs and time on the research objects being carried out.
Calculation of ACWP (Actual Cost of Work Performe.
The processing of ACWP data is calculated to serve as a guideline to ensure that costs do not exceed the budget with the intention of completing work with the quality and standards set.
Actual Cost of Work Performed is the amount of actual costs of work that has been carried out.
Data calculating of ACWP can be seen in Table 1.
To make it easier to understand the stages of this research, it can be seen in the flowchart shown in Figure 2.
Start Problems Identification Week Li terature Review Data Coll ecting :
Budget Planni ng
Shop Drawing Time Schedule Project Progress Schedule Report
Project Progress Financial Report
Data Processing AC WP
BC WP
BC WS
Data Analysi s SPI
SPI
BCWP
ETS
ETC
EAS
EAC
Discussion Finish Table 1.
Calculation of ACWP Cumulative ACWP ACWP (R.
(R.
25,978,706 25,978,706 158,063,863 184,042,569 526,498,175 710,540,745 1,004,110,728 1,714,651,474 925,627,993 2,640,279,467
829,810,073
3,470,090,061
817,787,073
4,287,877,135
911,081,616
5,198,958,751
1,001,144,542
6,200,103,293
1,075,983,321
7,276,086,614
1,075,983,321
8,352,069,936
1,065,026,048
9,417,095,985
1,065,026,048
10,482,122,034
707,500,530
11,189,622,565
782,705,898
11,972,328,463
721,222,133
12,693,550,597
759,028,854
13,452,579,451
608,418,463
14,060,997,915
344,065,320
10,405,063,236
299,456,806
14,704,520,043
207,872,526
14,912,392,569
8,548,929
14,920,941,498
Cumulative ACWP Figure 2.
Flowchart Result and Discussion 1 Result The first thing to do in this study is to examine the data obtained from the project, then process the data and then analyze it to determine the efficiency of the work using the Earned Value method.
The data can be used to find out the cause if a problem occurs and then analyze it to find alternative solutions to the problem.
This aims to monitor so that the steps taken lead to the goals that have been set.
1,200,000,000
1,000,000,000
800,000,000
600,000,000
400,000,000
200,000,000
1 3 5 7 9 11 13 15 17 19 21
Week Figure 3.
Graphic ACWP Anik Nurul Pratiwi, et.
INERSIA.
Vol.
No.
May 2025 The weekly ACWP can be plotted on Figure 3, where the x-axis shows time and the y-axis shows costs.
BCWS
The actual costs incurred in the field for completed work are depicted in the ACWP chart.
On the reporting date, these costs are derived from the project's financial accounting data.
The chart above shows that the cost expenditure from week 1 to week 22 tends to decrease.
1,400,000,000
1,200,000,000
1,000,000,000
800,000,000
600,000,000
400,000,000
200,000,000
1 3 5 7 9 11 13 15 17 19 21
Calculation of BCWS (Budgeted Cost of Work Schedul.
Week The BCWS value is the total amount of work scheduled and related to the allocation of implementation time.
The weight of the weekly work plan multiplied by the project budget produces the weekly BCWS as shown in Table 2.
Table 2.
Calculation of BCWS
BAC
BCWS
BCWS (R.
(RP) (%) 28,155,816.
175,559,797
584,647,248.
1,114,639,088.
1,026,859,190
1,011,953,169.
1,111,326,639.
1,194,137,864.
1,194,137,864.
1,182,544,293
1,182,544,293
785,050,413
869,517,862.
799,956,433.
843,018,270.
675,739,596
382,587,859.
332,901,124.
230,215,205.
9,937,347
The cost incurred to complete work within a certain period of time is called BCWP, and is determined by adding up all the work that has been completed.
Weekly BCWP is calculated by multiplying the weekly progress weight of work completed by the total budget of the project.
The data is taken from the weekly work report can be seen in Table 3.
Week The S curve on the plan is the data needed for the analysis.
The weekly BCWS can be plotted on Figure 4, where the x-axis shows time and the y-axis shows costs.
The graph below shows that the implementation costs tend to In the 1st to 4th week, there was a very steep increase in the graph, this happened because of the addition of overtime hours of workers to pursue the targets hat had been set in the work plan.
This increase in work can be seen as an increase in weekly work weight.
Then from the 10th to the 13th week the graph looks sloping with a stable value.
Table 3.
Calculation of BCWP
BCWP
BAC
BCWP (R.
(%) 5,837,102,200 76,683,194,350 71,548,898,400 72,873,878,000 90,264,235,250 78,836,286,200 69,561,429,000 111,960,776,200 148,563,337,650
103,017,163,900
152,041,409,100
49,686,735,000
98,048,490,400
71,217,653,500
62,274,041,200
32,627,622,650
72,211,388,200
55,980,388,100
69,561,429,000
74,695,724,950
37,265,051,250
15,237,265,400
16,562,245,000.
Calculation of BCWP (Budgeted Cost of Work Performanc.
16,562,245,000.
Week Figure 4.
Graphic BCWS The BCWP for each week can be plotted on a weekly chart and can be created with the x-axis showing time and the y-axis showing costs in Figure 5.
INERSIA.
Vol.
No.
May 2025 Anik Nurul Pratiwi, et.
shows that the actual costs incurred are smaller than The comparison between BCWS and BCWP is that BCWS is below BCWP which means that the work is faster than the planned schedule.
So, on the project journey based on the graph above, the project had experienced losses but in the last few weeks showed significant progress, so that the project until the 22nd week showed the project journey according to plan.
1,600,000,000
1,400,000,000
BCWP
1,200,000,000
1,000,000,000
800,000,000
600,000,000
400,000,000
200,000,000
The Graph 6 shows that the project experienced interesting dynamics.
In the early phase, there was cost efficiency, but the work progress was also faster than This indicates good cost management and effective planning.
However, it should be noted that too much cost efficiency can potentially sacrifice the quality or quantity of work.
Overall, the project was successfully completed on time in week 22, indicating the success of the project team in managing risks and achieving goals.
1 3 5 7 9 11 13 15 17 19 21
Week Figure 5.
Graphic BCWP The actual weight of work completed in relation to planned expenditure is shown in the BCWP graph above.
In week 5 there is a decline as shown in the attached graph, and this continues until week 7 with an average decline of 12% due to the presence of cavities in some pedestal columns, then there is a steep increase from week 7 to week 9 with an average increase of 31%.
After analysis, the three indicators will show the achievement of schedule and budget.
The three indicators can be depicted as a graph with a vertical axis of cost and a horizontal axis of time.
1 Variance Analysis Cost Variance The value of the decrease between the actual BCWP value of the project and the intended ACWP value is also known as the cost variance (CV) value.
The reduction of the difference between anticipated costs and actual costs of field activities can also be used to characterize cost variance.
If the cost of the work is smaller than the anticipated cost, it is said to be more efficient, conversely if the cost of the work is greater than the planned cost, it is said to be more wasteful.
1,600,000,000
1,400,000,000
Budget
1,200,000,000
1,000,000,000
800,000,000
600,000,000
From Table 4.
it is obtained for the total minus of the weeks stated as negative with a total amount of Rp.
1,635,448,910.
18 and for the total positive of the weeks, namely with a total amount of Rp.
3,276,745,786.
So, it can be concluded that if the total positive minus the total negative, the result is 1,641,296,876.
25 which means this project is profitable.
400,000,000
200,000,000
1 3 5 7 9 11 13 15 17 19 21
Week
ACWP
BCWP
BCWS
Figure 6.
Earn Value Graph Time Variance Based on Figure 6 illustrates the dynamics of project The increase in BCWP in weeks 7 to 9 indicates an acceleration effort through overtime to meet the target.
Technical constraints at the grounding location in week 10 caused a decrease in productivity and resulted in delays.
Recovery efforts were carried out in week 11, but the impact of the delay was still visible in the following weeks.
The significant decrease in BCWP at the end of the period indicates that most of the work has been completed, although there was a deviation from the initial schedule due to the constraints encountered.
" In the 4th week to the 7th week.
ACWP is below BCWS which The difference between the project's actual BCWP value and the planned BCWS value is known as the schedule variance value or SV.
Schedule variance can also be interpreted as the difference between the planned work schedule and the actual In data processing, the value of this schedule variance indicates the condition of the project each week.
If the schedule variance number is positive, it means that the work is running faster than expected, and if it is negative, it means that the work is running slower than Anik Nurul Pratiwi, et.
INERSIA.
Vol.
No.
May 2025 Based on Table 5, it is explained that in weeks 1 to 3 and weeks 8 to 9, weeks 11, weeks 19 to 22, it produces a positive CV and positive SV, which indicates that the expenditure projection is lower than that specified and the implementation of the schedule is completed faster than In weeks 4 to 7 and weeks 10, weeks 12 to 13, weeks 15 to 18, it produces a negative CV and negative SV, this means that the work is behind schedule with a cost that is greater than the planned budget, this occurs due to the replacement of the GOR door material so it must be recalculated Partly to be adjusted.
In Week 14 resulted in positive CV and negative SV, meaning the work was completed faster at a cost that exceeded budget.
2 Productivity Index Analysis Cost Productivity Index (CPI) Actual BCWP and projected ACWP are compared using the cost productivity index (CPI).
The indicator value used to assess whether or not the cost productivity index of a job is in accordance with the projected budget is called the cost productivity index (CPI).
Compared to the project budget plan, cost performance is more efficient if the CPI value is more than 1 .
, but a CPI value of less than 1 .
means that cost performance is more wasteful can be seen in Table 6.
Week Table 4.
CV Calculation Analysis BCWP
ACWP
257,758,218
25,978,706
231,779,512
767,461,308
158,063,863
609,397,445
715,604,919
526,498,175
189,106,744
729,103,149
1,004,110,728
-275,007,579
902,707,955
925,627,993
-22,920,038
789,157,849
829,810,594
-40,652,745
695,465,229
817,787,073
-122,321,844
1,119,442,139
911,081,616
208,360,523
1,484,888,075 1,001,144,542
483,743,533
1,030,834,128 1,075,983,321
-45,149,193
1,519,966,910 1,075,983,321
443,983,589
496,387,044
1,065,026,048
-568,639,004
979,656,791
1,065,023,048
-85,366,257
712,044,037
707,500,530
4,543,507
622,376,042
782,705,898
-160,329,856
491,766,178
721,222,133
-229,455,955
722,859,183
759,028,854
-36,169,671
559,621,696
608,418,463
-48,796,767
694,951,800
344,065,320
350,886,480
745,816,110
299,456,806
446,359,304
372,269,580
207,872,526
164,397,054
152,737,023
8,548,929
144,188,094
Week Table 5.
SV Calculation Analysis BCWP
BCWS
257,758,218
28,155,816
229,602,40
767,461,308
175,559,797
591,901,51
715,604,919
584,647,248
130,957,67
729,103,149
1,114,639,08
-385,535,93
902,707,955
1,026,859,19
-124,151,23
789,157,849
920,860,822
-131,702,97
695,465,229
907,611,026
-212,145,79
1,119,442,13 1,011,953,16
107,488,97
1,484,888,07 1,111,326,63
373,561,43
1,030,834,12 1,194,137,86
-163,303,73
1,519,966,91 1,194,137,864 325,829,046
496,387,044 1,182,544,293 -686,157,24
979,656,791 1,182,544,293 -202,887,50
712,044,037
785,050,413
-73,006,376
622,376,042
869,517,862
-247,141,82
491,766,178
799,956,433
-308,190,25
722,859,183
843,018,270
-120,159,08
559,621,696
675,739,596
-116,117,90
694,951,800
382,587,859
312,363,941
745,816,110
332,901,124
412,914,986
372,269,580
230,215,205
142,054,375
152,737,023
9,937,347
142,799,676
Week Table 6.
CPI Calculation Analysis BCWP
ACWP
257,758,218
25,978,706
767,461,308
158,063,863
715,604,919
526,498,175
729,103,149
1,004,110,728
902,707,955
925,627,993
789,157,849
829,810,594
695,465,229
817,787,073
1,119,442,139
911,081,616
1,484,888,075
1,001,144,542
1,030,834,128
1,075,983,321
1,519,966,910
1,075,983,321
496,387,044
1,065,026,048
979,656,791
1,065,023,048
712,044,037
707,500,530
622,376,042
782,705,898
491,766,178
721,222,133
722,859,183
759,028,854
559,621,696
608,418,463
694,951,800
344,065,320
745,816,110
299,456,806
372,269,580
207,872,526
152,737,023
8,548,929
CPI
INERSIA.
Vol.
No.
May 2025 Anik Nurul Pratiwi, et.
Time Productivity Index (SPI) required to complete the remaining work.
So, the Yogyakarta State University Sports Hall Construction Project.
Gunungkidul Campus, makes a profit in Table 9.
The actual BCWP and planned BCWS are compared to determine the time productivity index (SPI) value.
The indicator value used to assess whether or not the schedule productivity index is achieved on a task according to the scheduled schedule is called the time productivity index or SPI.
If the SPI value is more than one, it means that the work is completed earlier, while if it is less than one, it means that the work schedule is running behind schedule.
Week Based on Table 5 and Table 6, it is explained that in weeks 1 to 3 and weeks 8 to 9, week 11, and week 19 to week 22, the CPI and SPI values are greater than 1, meaning that the work is ahead of schedule with a cost lower than budgeted.
In weeks 4 to 7, week 10, week 12 to 13, and week 15 to 18, the CPI and SPI values are less than 1, meaning that there is a delay with cost overruns.
In week 14 the SPI value is greater than 1 and the CPI value is less than 1, which means the work is ahead of schedule with a cost greater than the planned budget as shown in Table 7.
3 Estimated cost and time to complete the project ETC can be defined as an estimate of the amount of time remaining to complete work that has not been completed.
The job performance index (CPI) and the remaining scheduled time are compared to determine the equivalent time (ETC).
SPI
Table 8.
ETC Calculation Analysis Week The projection of the remaining difference in work costs each week must be displayed in the calculation results of the ETC value on the work costs.
The efficient ETC value must be at a positive number where the work has been completed in accordance with the remaining work budget If not, the work realized is considered ineffective.
From the results of the ETC analysis above, it is depicted in weeks 1 to 22 that the ETC value tends to decrease until the reporting of week 22 is at Rp.
918,465,791.
56 can be seen in Table 8.
Costs required to complete the project (EAC) Estimate at Complete (EAC) is the calculation of project costs by adding the reporting ACWP and the amount of time required to complete the unfinished tasks (ETC).
The EAC value of the remaining work costs in the analysis findings above illustrates the variation in the overall costs required to complete the project.
If the EAC value is smaller than the budgeted amount, the EAC value is more The results of the EAC and ETS analysis in the final calculation above conclude that the value of Rp.
927,014,721.
32 is a value that shows the total cost
BAC
BCWP
CPI
ETC
257,758,218
1,643,282,111
767,461,308
715,604,919
729,103,149
902,707,955
789,157,849
695,465,229
1,119,442,139
1,484,888,075
1,030,834,128
1,519,966,910
496,387,044
979,656,791
712,044,037
622,376,042
491,766,178
722,859,183
559,621,696
694,951,800
745,816,110
372,269,580
152,737,023
3,253,042,856
11,658,985,092
21,805,183,001
16,057,137,600
16,585,623,313
18,657,507,012
12,568,451,103
10,165,489,135
16,211,666,451
10,648,416,244
34,470,192,994
16,940,438,470
15,749,061,855
20,046,127,429
23,568,894,188
16,631,940,421
17,397,987,862
7,855,775,483
6,350,543,001
9,040,360,178
918,465,712
16,562,245,000
Estimated cost for remaining work Estimate Completion (ETC) Table 7.
SPI Calculation Analysis BCWP
BCWS
257,758,218
28,155,816
767,461,308
175,559,797
715,604,919
584,647,248
729,103,149
1,114,639,088
902,707,955
1,026,859,190
789,157,849
920,860,822
695,465,229
907,611,026
1,119,442,139
1,011,953,169
1,484,888,075
1,111,326,639
1,030,834,128
1,194,137,864
1,519,966,910
1,194,137,864
496,387,044
1,182,544,293
979,656,791
1,182,544,293
712,044,037
785,050,413
622,376,042
869,517,862
491,766,178
799,956,433
722,859,183
843,018,270
559,621,696
675,739,596
694,951,800
382,587,859
745,816,110
332,901,124
372,269,580
230,215,205
152,737,023
9,937,347
Anik Nurul Pratiwi, et.
INERSIA.
Vol.
No.
May 2025 Table 9.
EAC Calculation Analysis Week
ACWP
ETC
EAC
25,978,706
158,063,863
526,498,175
1,004,110,728
925,627,993
829,810,594
817,787,073
911,081,616
1,001,144,542
1,075,983,321
1,075,983,321
1,065,026,048
1,065,023,048
707,500,530
782,705,898
721,222,133
759,028,854
608,418,463
344,065,320
299,456,806
207,872,526
8,548,929
1,643,282,111
3,253,042,856
11,658,985,092
21,805,183,001
16,057,137,600
16,585,623,313
18,657,507,012
12,568,451,103
10,165,489,135
16,211,666,451
10,648,416,244
34,470,192,994
16,940,438,470
15,749,061,855
20,046,127,429
23,568,894,188
16,631,940,421
17,397,987,862
7,855,775,483
6,350,543,001
9,040,360,178
918,465,712
1,669,260,817
3,411,106,719
12,185,483,267
22,809,293,729
16,982,765,593
17,415,433,907
19,475,294,085
13,479,532,719
11,166,633,677
17,287,649,772
11,724,399,565
35,535,219,042
18,005,461,518
16,456,562,385
20,828,833,327
24,290,116,321
17,390,969,275
18,006,406,325
8,199,840,803
6,649,999,807
9,248,232,704
927,014,641
Estimated schedule for remaining work Estimate to Schedule (ETS) Estimate to Schedule is an estimate of the amount of time required to complete the remaining work.
The work performance index (SPI) and the remaining planned time can be compared to obtain the ETS value.
ETS is an indicator that provides information in the form of an estimate of the remaining work time from the reporting ETS can be interpreted as if performance is considered as reported.
The result of the calculation of the ETS value on the cost of work must state the estimated variation value of the remaining work costs each week.
The work achieved must be in accordance with the planned remaining work budget so that the ETC value is effective if it is at that value.
Otherwise, the work completed is considered ineffective.
The results of the ETS analysis above from week 1 to week 22 state that the ETS value tends to decrease until the end of the reporting week 22 is at 0.
00 week can be seen in Table 10.
Time required to complete the project (EAS) Estimate at Schedule (EAS) is an estimate of the amount of time required to complete the project calculated by adding the time required to complete the remaining tasks to the actual time (EAS).
The calculation of the EAS value analysis of the remaining cost of work shows that there is a variation in the amount of time needed to complete the If the EAS value is less than the total specified time, it will be created faster than the work schedule.
The EAS analysis calculation above shows a significant value, namely at the 4th week interval or 31.
52 weeks in the project completion schedule.
The project estimate will be 52 weeks later than expected because the 22nd week period is valued at 22.
00 weeks as shown in Table 11.
Table 10.
ETS Calculation Analysis Week
SPI
ETS
Week Table 11.
EAS Calculation Analysis ETS
EAS
Week
ETS
EAS
INERSIA.
Vol.
No.
May 2025 Anik Nurul Pratiwi, et.
2 Discussion costs can provide insights into project performance and areas needing attention .
The results of the analysis of data processing for the Yogyakarta State University Sports Hall Construction Project.
Gunungkidul Branch using the concept of the Earned Value Method can be concluded as follows:
EVM provides valuable data for decision-making, its success heavily relies on the expertise of the project The project manager plays a crucial role in interpreting EVM data and making timely corrective actions based on the information provided .
The EVM is highlighted as a global standard for project performance measurement, effectively integrating scope, cost, and schedule measures.
This integration provides a comprehensive view of the project's current status, which is crucial for effective management .
Regarding costs, this figure shows a positive number, indicating that project expenditures are smaller than planned, as indicated by the actual expenditure incurred of Rp.
14,920,941,498.
86 which is smaller than the budget for completed work (BCWP) of Rp.
16,562,245,000.
So, this project makes a profit of Rp.
1,641,303,501.
This result is in line with reported in .
research results that analysis revealed a cost gap of Oe3.
24% compared to the original estimated cost.
This discrepancy was attributed to a conservative project measurement baseline that did not align with the actual execution, indicating a need for better planning and measurement practices.
As reported in .
, the proposed modeling method enhances the predictive power of Planned Value (PV) before project execution.
The results indicate an average improvement in forecasting accuracy of 23.
66% for Earned Value (EV) and 17.
39% for Actual Cost (AC) when compared to traditional methods.
According to .
, the project had a negative Schedule Variance (SV) of -494,000,000, indicating it was behind schedule, with a Schedule Performance Index (SPI) of However, it had a favorable Cost Variance (CV) of 167,000,000, suggesting it was under budget.
The project was estimated to take 12 months to complete instead of the planned 9 months Conclusion The study concluded that EVM is vital for the comprehensive management of construction projects, emphasizing the importance of cost, time, and scope The findings suggest that implementing EVM can lead to better project outcomes by enabling stakeholders to monitor costs and progress effectively, thus facilitating timely corrective actions.
The initial organization of the project was undermined by the inexperience and lack of knowledge in project management tools.
This deficiency prevented the project team from optimizing resources effectively or making timely adjustments to management Regarding the implementation time of the results of this study using the Earned Value method, there was a delay because the highest value on the EAS showed 31.
52 weeks which exceeded the planned time of 22 weeks.
So, the project was delayed by 9.
52 weeks or rounded up to 67 Meanwhile, what happened in the field was that the project implementation time was on time due to overtime work and additional workers so that the project implementation time did not exceed the planned time.
References