ANALISIS KINERJA DAN PENGENDALIAN PROYEK DENGAN METODE EARN VALUE

Abstract

Abstract – A delay in the last month of the scheduled implementation happened in the Mechanical Equipment and Piping Erection Works Batch II project. The delay occurred due to additional work, specifically in the modification of the Gas Combustor Line. Thus, the Work Breakdown Structure (WBS) was divided into: main equipment installation, piping installation, insulation, and additional work. In the fifth month, the progress of the project reached only 93.80% of working. The Earned Value Method was used to determine the Cost Performance Index (CPI) and Schedule Performance Index (SPI). In the first, second, and third months, the value of CPI was lower than 1(CPI<1) and the value of SPI was higher than 1(SPI>1), indicating that the work was completed ahead of schedule but with actual costs exceeding the value of the work accomplished. In the fourth month, CPI was lower than 1(CPI<1) and SPI was equal 1(SPI=1), indicating that the work was completed as per the schedule, but with actual costs exceeding the value of the work accomplished. Meanwhile, in the fifth month, CPI and SPI lower than 1(CPI<1, SPI<1), indicating that the work was delayed, with actual costs exceeding the value of the work accomplished. The duration of the project was determined by calculating the actual productivity for scheduling, using the Precedence Diagram Method (PDM). The PDM resulted the normal duration of scheduling was 116 days, the duration with additional work was 164 days, while the critical path was located from the main equipment installation, producer gas piping installation to the additional working line combustion and followed by blanket rockwool and cladding