SCHEDULE DEVIATION EVALUATION OF A THREE-STORY BOARDING HOUSE PROJECT USING EARNED VALUE MANAGEMENT

Abstract

Delays in construction projects affect the achievement of completion targets, so a control method that evaluates schedule performance effectively is required. This study evaluates the schedule performance of a three-story boarding house project at Gg. Menur, Ngropoh, Condongcatur, Depok, Sleman using a schedule-based Earned Value Management (EVM) approach. Because the project Bill of Quantities (BoQ) was not available, Planned Value (PV) and Earned Value (EV) are represented by cumulative percentages of physical progress rather than by budgeted cost values. The approach is therefore a modified, schedule-only application of EVM: it measures schedule performance alone, and cost indicators such as Cost Variance (CV) and Cost Performance Index (CPI) are outside its scope. A quantitative descriptive approach was applied to the project time schedule and weekly progress reports, and performance was analyzed through Schedule Variance (SV) and Schedule Performance Index (SPI), with weeks classified using a predetermined tolerance band of SPI = 1.00 ± 0.05. At the end of week 35 the PV reached 100% while the EV reached only 76.224%, giving an SV of −23.776 percentage points and an SPI of 0.76. Of the 35 weeks, 60% were ahead of schedule, 14.29% within tolerance, and 25.71% delayed, with sustained delay from week 27. The actual progress rate remained almost constant at about 2.2 percentage points per week throughout, whereas the plan required it to double after week 25, indicating that the deviation arose from a back-loaded baseline rather than from a decline in site productivity. An Earned Schedule analysis gives an estimated duration of approximately 42.6 weeks, about 7.6 weeks beyond the plan.