Analisis Biaya Dan Waktu Proyek dengan Menggunakan Metode Earned Value

Abstract

In implementing a project, there may be delays, acceleration, or being on
time according to the project plan schedule. In terms of costs, the implementation
of a project may experience profits or losses. The concept of Earned Value will be
discussed to predict project completion whether it is in accordance with the initial
project schedule plan in each reporting period and the amount of profit or loss at
the end of the project.
The Earned Value concept is a project management method used to control
costs and time. This method provides information about the Cost Variant, Schedule
Variance, Cost Performance Index, Schedule Performance Index of the project in
the reporting period. From this method, information is also obtained regarding
predicted costs and the length of time for all work to be completed based on
performance indicators at the time of reporting. The earned value concept presents
three dimensions, namely the actual costs that have been incurred which are called
actual costs, the physical completion of the project which reflects the cost
absorption plan and what has been spent or what is called earned value.
The purpose of this research is to determine the costs and time of project
work, whether the project is implemented in accordance with the planning costs
and time using the Earned Value method. From the results of the analysis and
discussion, it was found that the BCWS value = 2,905,296,245.38, the BCWP value
= 2,929,061,568.66, the ACWP value = 2,898,172,000.00. The CV calculation
shows a positive number, this means that the cost to complete the project is less
than plan, while the SV value at the beginning of implementation shows a negative
number, but at the end of project implementation it shows a positive number, this
means that implementation is slower at the beginning than the planned schedule,
and at the end of the project it can catch up with delays. The CPI calculation result
is 1.011. this shows that expenditure is less than the budget. The SPI calculation
results show a figure of 1.008, this shows that at the end of the project the delay
value can be caught up.