Analysis of Time and Cost Performance in Construction Projects Using the Earned Value Management Method

Abstract

Construction projects in Indonesia frequently face challenges in meeting cost and time targets. This study investigates the application of the Earned Value Management (EVM) method to analyze the performance of a construction project by evaluating the Schedule Performance Index (SPI), Cost Performance Index (CPI), Estimate at Completion (EAC), and Estimate to Complete (ETC). Utilizing a descriptive quantitative approach, data were collected through project documentation and interviews with project managers. The findings reveal consistent deviations in both schedule and cost performance, with average CPI and SPI values below 1, indicating cost overruns and schedule delays. The EAC of IDR 80.72 billion exceeded the initial budget of IDR 75 billion, and the ETC was calculated at IDR 37.14 billion. The primary causes of these deviations included scope changes, procurement delays, and weak coordination. Corrective actions such as adding manpower and applying crashing methods improved SPI values, though with limited cost efficiency impact. This study highlights the value of EVM as a real-time monitoring and decision-making tool for project management. Its integration supports early detection of inefficiencies and promotes timely corrective strategies. The research contributes to the literature by demonstrating how detailed and dynamic EVM application can enhance both cost and schedule control in construction projects, while also offering future research directions in predictive analytics and digital collaboration for improved project coordination.