| dc.description.abstract | In the course of implementing a construction project it is deemed necessary to control the project
so that what is carried out is appropriate to the time of planning. with project control, the execution
of work can be controlled both in terms of time control.
Observations on the construction project of the psychology master building extension using the
earned value method. which variables are analyzed only at the time of the project that uses the
budgeted work cost schedule (BCWS), the cost of performing work performance (BCWP) as an
indicator for analyzing schedule variance (SV), performance index based on schedule (SPI) but also
Estimated Time for Next Work (ETS) and Estimated Total Project Time (EAS) using MS Excel.
The results showed that up to the 26th week based on SV values had a positive value of 11 weeks
with a negative value of 15 weeks. If you look at the comparison between positive value work totaling
11 weeks and negative value amounting to 15 then it can be concluded that until the 26th week based
on the SV value the project is running poorly. whereas if it is seen based on the SPI value on this
project it can concluded to be unfavorable. If you look at the comparison between work valued above
one (> 1) totaling 11 weeks and those worth under one (<1) totaling 15, it can be concluded that up
to the 26th week based on the SPI value, the project is running poorly because there are many
experiencing tardiness. ETS and EAS values in project scheduling, estimated work time remaining
at the time of the last reporting is at the 26th week that is 33.90 weeks, while project scheduling is
planned to be completed at week 30, project has slowed 4 weeks from planned. | en_US |
