ANALISIS KINERJA BIAYA DAN WAKTU PADA PROYEK PERPANJANGAN BARGE LOADING CONVEYOR MENGGUNAKAN METODE EARNED VALUE
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Institusion
Universitas Islam Kalimantan M A B Banjarmasin
Author
Samudra, Gilang
Subject
TA Engineering (General). Civil engineering (General)
Datestamp
2026-08-26 02:53:12
Abstract :
Penelitian ini menganalisis kinerja biaya dan jadwal pada pada Proyek Perpanjangan dan Perkuatan Barge Loading Conveyor (BLC) menggunakan pendekatan Earned Value Management (EVM). Metode yang digunakan adalah studi kasus kuantitatif berdasarkan dokumen addendum, baseline schedule 240 hari kalender, progres fisik aktual, serta simulasi RAB/RAP lapangan. Analisis difokuskan pada cut-off minggu ke-28 tanggal 14 Maret 2026, ketika pekerjaan terhenti sebelum periode libur Idul Fitri dengan progres aktual 66,668% terhadap progres rencana 93,062%. Indikator yang digunakan meliputi PV/BCWS, EV/BCWP, AC/ACWP, SV, CV, SPI, CPI, EAC, dan EAS. Actual Cost (AC) disusun berdasarkan pola pembayaran aktual yang realistis, termasuk pembayaran cash and carry untuk material utama serta strategi efisiensi RAP melalui pengurangan rental alat, pelaksanaan erection dari darat, pengendalian pekerjaan struktur baja, serta efisiensi mekanikal dan elektrikal. Hasil analisis menunjukkan bahwa proyek mengalami keterlambatan signifikan dengan SV sebesar Rp -2.494.969.432,- dan SPI sebesar 0,716. Namun, kinerja biaya masih terkendali karena CV bernilai positif sebesar Rp 517.079.357,- dan CPI sebesar 1,089. EAC berbasis indeks cut-off sebesar Rp 8.677.335.693,-, sedangkan EAC berbasis recovery sebesar Rp 8.828.486.891,- atau masih berada di bawah BAC addendum Rp 9.452.936.644,-. Tanpa recovery plan EAS berdasarkan SPI menunjukkan estimasi penyelesaian 335 hari kalender, sedangkan dengan recovery plan pekerjaan diproyeksikan selesai pada 04 Mei 2026 atau sekitar 247 hari kalender sejak tanggal mulai. Dengan demikian, EVM terbukti relevan sebagai alat pengendalian terpadu dan sistem peringatan dini karena mampu membedakan persoalan jadwal dan biaya serta memberikan dasar kuantitatif bagi pengambilan keputusan proyek.\r\n\r\n\r\n\r\n\r\nThis study analyzes cost and schedule performance in the Barge Loading Conveyor (BLC) Extension and Strengthening Project using the Earned Value Management (EVM) approach. A quantitative case study method was employed based on addendum documents, a 240-calendar-day baseline schedule, actual physical progress, and simulated project cost estimate and field implementation budget data. The analysis focused on the cut-off point in week 28, dated March 14, 2026, when the project was suspended prior to the Eid al-Fitr holiday period, with actual progress reaching 66.668% compared with the planned progress of 93.062%. The performance indicators used included PV/BCWS, EV/BCWP, AC/ACWP, SV, CV, SPI, CPI, EAC, and EAS. Actual Cost (AC) was calculated using a realistic actual payment pattern, including cash-and-carry payments for major materials and field budget efficiency strategies through reduced equipment rental, land-based erection activities, controlled structural steel works, and mechanical and electrical efficiency measures. The results indicate that the project experienced a significant delay, with a Schedule Variance (SV) of IDR −2,494,969,432 and a Schedule Performance Index (SPI) of 0.716. However, cost performance remained under control, as indicated by a positive Cost Variance (CV) of IDR 517,079,357 and a Cost Performance Index (CPI) of 1.089. The Estimate at Completion (EAC) based on the cut-off index was IDR 8,677,335,693, while the recovery-based EAC was IDR 8,828,486,891, both of which remained below the addendum Budget at Completion (BAC) of IDR 9,452,936,644. Without a recovery plan, the SPI-based EAS indicated an estimated project duration of 335 calendar days. With the implementation of a recovery plan, however, the project was projected to be completed on May 4, 2026, or approximately 247 calendar days from the commencement date. Therefore, EVM is proven to be relevant as an integrated project control and early warning system because it can distinguish between schedule and cost issues and provide a quantitative basis for project decision-making.
Penelitian ini menganalisis kinerja biaya dan jadwal pada pada Proyek Perpanjangan dan Perkuatan Barge Loading Conveyor (BLC) menggunakan pendekatan Earned Value Management (EVM). Metode yang digunakan adalah studi kasus kuantitatif berdasarkan dokumen addendum, baseline schedule 240 hari kalender, progres fisik aktual, serta simulasi RAB/RAP lapangan. Analisis difokuskan pada cut-off minggu ke-28 tanggal 14 Maret 2026, ketika pekerjaan terhenti sebelum periode libur Idul Fitri dengan progres aktual 66,668% terhadap progres rencana 93,062%. Indikator yang digunakan meliputi PV/BCWS, EV/BCWP, AC/ACWP, SV, CV, SPI, CPI, EAC, dan EAS. Actual Cost (AC) disusun berdasarkan pola pembayaran aktual yang realistis, termasuk pembayaran cash and carry untuk material utama serta strategi efisiensi RAP melalui pengurangan rental alat, pelaksanaan erection dari darat, pengendalian pekerjaan struktur baja, serta efisiensi mekanikal dan elektrikal. Hasil analisis menunjukkan bahwa proyek mengalami keterlambatan signifikan dengan SV sebesar Rp -2.494.969.432,- dan SPI sebesar 0,716. Namun, kinerja biaya masih terkendali karena CV bernilai positif sebesar Rp 517.079.357,- dan CPI sebesar 1,089. EAC berbasis indeks cut-off sebesar Rp 8.677.335.693,-, sedangkan EAC berbasis recovery sebesar Rp 8.828.486.891,- atau masih berada di bawah BAC addendum Rp 9.452.936.644,-. Tanpa recovery plan EAS berdasarkan SPI menunjukkan estimasi penyelesaian 335 hari kalender, sedangkan dengan recovery plan pekerjaan diproyeksikan selesai pada 04 Mei 2026 atau sekitar 247 hari kalender sejak tanggal mulai. Dengan demikian, EVM terbukti relevan sebagai alat pengendalian terpadu dan sistem peringatan dini karena mampu membedakan persoalan jadwal dan biaya serta memberikan dasar kuantitatif bagi pengambilan keputusan proyek.\r\n\r\n\r\n\r\n\r\nThis study analyzes cost and schedule performance in the Barge Loading Conveyor (BLC) Extension and Strengthening Project using the Earned Value Management (EVM) approach. A quantitative case study method was employed based on addendum documents, a 240-calendar-day baseline schedule, actual physical progress, and simulated project cost estimate and field implementation budget data. The analysis focused on the cut-off point in week 28, dated March 14, 2026, when the project was suspended prior to the Eid al-Fitr holiday period, with actual progress reaching 66.668% compared with the planned progress of 93.062%. The performance indicators used included PV/BCWS, EV/BCWP, AC/ACWP, SV, CV, SPI, CPI, EAC, and EAS. Actual Cost (AC) was calculated using a realistic actual payment pattern, including cash-and-carry payments for major materials and field budget efficiency strategies through reduced equipment rental, land-based erection activities, controlled structural steel works, and mechanical and electrical efficiency measures. The results indicate that the project experienced a significant delay, with a Schedule Variance (SV) of IDR −2,494,969,432 and a Schedule Performance Index (SPI) of 0.716. However, cost performance remained under control, as indicated by a positive Cost Variance (CV) of IDR 517,079,357 and a Cost Performance Index (CPI) of 1.089. The Estimate at Completion (EAC) based on the cut-off index was IDR 8,677,335,693, while the recovery-based EAC was IDR 8,828,486,891, both of which remained below the addendum Budget at Completion (BAC) of IDR 9,452,936,644. Without a recovery plan, the SPI-based EAS indicated an estimated project duration of 335 calendar days. With the implementation of a recovery plan, however, the project was projected to be completed on May 4, 2026, or approximately 247 calendar days from the commencement date. Therefore, EVM is proven to be relevant as an integrated project control and early warning system because it can distinguish between schedule and cost issues and provide a quantitative basis for project decision-making.
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