Analysis of Project Time Performance during Covid-19 Pandemic on
the Construction of Service Building at RSUD Gianyar by using the
Earned Value Method
Made Sudiarsa, Wayan Sudiasa and Gede Sastra Wibawa
Civil Department, Bali State Polytehnic Badung, Bali, Indonesia
Keywords: Earned Value, Method, Project Performance, Schedule.
Abstract: Construction projects are unique because project conditions are influenced by many factors, including
environmental factors. Nowadays Indonesia is currently facing an outbreak of the Covid-19 virus. Project
management has an increasing important role in the current construction field. Supervision and control
process are one of project management functions. In this study, we want to learn further the construction
performance due to the COVID-19 pandemic on the project Sanjiwani Building of RSUD Gianyar. The
method which is used to evaluate the performance of the contractor from the beginning of the construction
until the time of reporting the project is by using the Earned Value method (EVM). This method provides
information about Schedule Varians (SV) and Schedule Performance Index (SPI) of the project in a reporting
period, provide predictive information all the time for completion of work on performance indicators in
reporting period. The results show that the overall performance in terms of time can be said to be good because
from the beginning to the end of reporting, the SV value is positive and SPI > 1. The total estimated project
completion schedule (EAC) is 385 days, 5 days faster than the original plan.
1 INTRODUCTION
A complex construction project is a dynamic system
that develops in an environment of uncertainty, and
has many different but interrelated ones (W. Lipke,
2009). Project need can be effectively planned. By
using project planning, the completion of the project
can be done on an approved budget and on time (R.
Avlijaš, 2010). Of course, without timely and
continuous performance supervision, the success of
the project is difficult task (S. Leu, A. Chen, 2003).
The monitoring and control of any project play an
important role in time and cost management. To
manage project completion on time, a fundamental
support of the processes is required. Those factors
also can make the completion of the project within the
approved budget (
S. W. Azim , J. San Crist´obal, T. M.
Bienvenue
2017). The construction of the Sanjiwani
Building of RSUD Gianyar was carried out to
rejuvenating the building and to develop optimal
services in the field of health services in Gianyar
Regency. The cost of the project is Rp.
135,008,492,164.99 and the execution time is 390
calendar days.This project was carried out during the
Covid-19 pandemic, of course the contruction faced
many challenges such as: the uncertainity about the
implementation of the project that ongoing, the
implemention of restriction on social activities make
activities could not be carried out optimally and the
delay in disbursement project term. Besides, strict
health protocols were required in this periode of this
contruction. This condition certainly has the potential
effect to the performance of the project
implementation.
A well-known method that is able to collect and
analyze a comprehensive amount of information
about the progress of a project is the Earned Value
Method (EVM). EVM is well known and has been the
subject of further development research. A more
detailed review of the literature related to EVM and
its application in research has been carried out
previously (Willems L. L., 2015).
By using EVM, we can find out the information
of the actual implementation progress and cost of
project. The indicators used also support to determine
further steps in the completion of a project. When the
implementation progress of the project is
systematically recorded, we can calculate the final
492
Sudiarsa, M., Sudiasa, W. and Wibawa, G.
Analysis of Project Time Performance during Covid-19 Pandemic on the Construction of Service Building at RSUD Gianyar by using the Earned Value Method.
DOI: 10.5220/0010948000003260
In Proceedings of the 4th International Conference on Applied Science and Technology on Engineering Science (iCAST-ES 2021), pages 492-498
ISBN: 978-989-758-615-6; ISSN: 2975-8246
Copyright
c
 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

cost and completion date of the project. If we refer to
the Earned Value concept, there are three basic
elements that become reference in analyzing the
performance of the project. They are Planned Value
(PV), Earned Value (EV), and Actual Cost (AC). PV
or BCWS shows the budget for a work package that
is prepared and linked to the implementation
schedule. EV or BCWP is the received value of
completion of work over a certain period of time. EV
is calculated based on accumulation of completed
work. AC is the actual cost amount of the work that
has been done. In order to monitor deviations, project
planned duration is needed. BCWS, BCWP, and
ACWP curves are delineated in a time–cost space
(Aminian V, 2016).
1.1 Research Purposes
While the purpose of this study is as follows,
analyzing Earned Value indicators with the aim of
knowing project performance in the form of Planned
Value, Earned Value, analyzing variance in the form
of Schedule Variance, performance index in the form
of Schedule Performance Index, analyzing estimated
completion time end of the project.
1.2 Benefit of Research
The expected benefits of this research are as material
for consideration and input for companies in making
decisions related to project implementation policies
In addition, this research can provide information,
consideration or recommendations to development
implementing elements and agencies in making
policies related to the implementation of construction
projects during the current Covid-19 pandemic.
2 METHODOLOGY
2.1 Research Design
The construction of the Sanjiwani Building of RSUD
Gianyar become the object of research. This building
was carried out by BIANGLALA TIRTA, KSO. The
research methods or procedures carried out in this
study include literature studies, data collection in the
form of primary data and secondary data. Primary
data were obtained directly through direct interviews
with project management to complete the secondary
data. While the secondary data is data obtained
indirectly
from the object of research. Such as Bid
Table 1: Earned value terms.
Provision Explanation Analisis
PV (BCWS) Planned Value It is a combination of cost and time or sometimes resources of
time that make up characteristic of the S-curve
EV (BCWP Earned Value This value indicates the magnitude of the value of the work
which has been settled against the amount of fees provided for
complete the work
AC (ACWP) Actual Cost This value is the amount of the actual cost that has been used
to complete a job in time certain..
Schedule Variance (SV) 𝑆𝑉 = BCWP − BCWS
The SV value is a subtraction of the value of the results
obtained from the project with the amount of costs that have
been previously budgeted
If a negative value in the schedule variance means that it is
late, a zero value means that the project is according to plan
and a positive value means that the project is faster than
planned.
Schedule Performance
Index (SPI)
𝑆𝑃𝐼 = BCWP ÷ BCWS It is an index showing the efficiency of the time utilized on the
project.
On schedule, SPI = 1
Ahead schedule, SPI > 1
Behind schedule, SPI < 1
Estimate To Completion
(ETC)
𝐸𝑇𝐶
=(OD−ATE)÷SPI
It is the estimated remaining work schedule of the project
OD = Original Duration, ATE = Actual Time Expended
Estimate At Completion 𝐸𝐴𝐶 = ATE + ETC It is the estimated time for completion of the project
BAC Budget at
Completion
The total cost of the project implementation plan according to
its scope.
Analysis of Project Time Performance during Covid-19 Pandemic on the Construction of Service Building at RSUD Gianyar by using the
Earned Value Method
493

price, Schedule, Engineering Details Design, Weekly
Reports, Monthly Physical Reports.
2.2 Data Analysis
To analyze the implementation of the integrated
Earned Value Method (EVM) in an effective and
simple way, the author uses an automated sheet for
analysis of the Sanjiwani hospital construction
project with a completion time of fourteen months,
the results are reported on a monthly basis cut-off
(Fatemeh Nouban, 2020).
The Earned Value Method is a method controls
used to control project costs and schedules in an
integrated manner. The method can provide
information of the performance status project in a
reporting period and provide cost prediction
information required and the time to complete all the
work based on performance indicators when
reporting. The description of the indicators in the
EVM is as shown in Table I.
3 RESULT AND DISCUSSION
3.1 First Section
The construction of the Sanjiwani Building of RSUD
Gianyar is expected to provide support for facilities
and conveniences for the Gianyar community to
access health services. The construction of this
project was carried out by the Bianglala Tirta
Contractor, KSO with a contract value of Rp.
135,008,492,164.99 and while the implementation
time is 390 calendar days or 56 weeks.
The scope of work includes Hospital building
work, Landscape Works, Water Treatment Plant
(WTP) and Water Feature Building Works, Medical
Gas Building Works, Monument Works and
Mechanical Electrical and Plumbing (MEP) Work.
Table 2: Cost recapitulation.
No Scope Price %
1 Preparation 3,938,194,076.93 3.209
2 Earth Work 1,334,052,298.89 1.087
3 Hospital 89,549,814,217.11 79.96
4 Landscape 2,131,923,55458. 1.737
5 WTP 2,029,902,784.96 1.654
6 Medical Gas 307,433,118.30 0.250
7 Monument 206,036,931.55 0.168
8 MEP 23,237,626,895.00
Real Cost 122.734.992,877.26
Tax 10% 12,273,499,287.73
Total Price 135,008,492,162.99
The above costs include costs for handling Covid 19
of Rp. 351,585,000.00.
3.2 Earned Value Indicator Analysis
3.2.1 BCWS (Budgeted Cost of Work
Schedule)
BCWS is calculated from the accumulated cost
budget that is planned for work in a certain period.
Example of BCWS calculation on the implementation
of the 1st month.
Table 3: Earned value data.
Months %
Plan
%
Actua
l
BCWS BCWP
This Month Cumulative This Month Cumulative
1 1.52 1.85 1,871,531,986.14 1,871,531,986.14 2,278207,951.54 2,278,207,951.53
2 10.94 10.64 13,429,466,193.12 15,300,998,179.26 13,061,672,981.62 15,339,880,933.16
3 14.98 14.98 18,393,730,209.84 33,694,728,389.10 18,386,182,791.93 33,726,063,725.09
4 14.65 29.57 17,982,840,298.72 51,677,568,687.82 36,293,324,930.02 70,019,388,655.12
5 20.75 5.85 25,477,219,805.57 77,154,788,493.39 7,189,301,776.09 77,208,690,431.21
6 6.43 6.42 7,903,903,451.01 85,058,691,944.40 7,889,336,555.24 85,098,026,986.46
7 5.89 5.93 7,238,833,035.36 92,297,524,979.76 7,289,839,076.44 92,387,866,062.90
8 5.35 5.87 6,572,359,561.74 98,869,884,541.50 7,204701,416.87 99,592,567479.78
9 5.30 5.87 6,514,234,211.80 105,384,118,753.31 6,617,399,901.87 106,209,967,381.65
10 5.28 7.11 4,822,085,916,37 110,206,204,669.67 8,714,184,483.64 114,924,151,865.29
11 3.90 6,417,106,982.29 116,623,311,651.97
12 2.55 3,134,985,440.61 119,758,297,092.58
13 1.77 2,184,622,698,91 121,942,919,791.49
14 0.96 791,988,502.85 122,734,992,727.34
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BCWS = BAC x % plan
(1)
= 122,734,992,727.34 x 1.52 %
= Rp. 1,871,531,986.14
3.2.2 BCWP (Budgeted Cost of Work
Performanced)
The value of this BCWP is calculated based on the
accumulated work that has been completed by the
contractor in each current month.
Example of BCWP calculation in the 1st month.
BCWP = BAC x % Actual pro
g
ress
(2)
= 122,734,992,727.34 x 1.85%
= Rp2,278,207,951,53
The following is the result of calculating the value
of BCWS and BCWP in the 1st month to the 14th
month, as shown in Table 3.
From the results of calculations between BCWS
and BCWP which shows the cost and time of project
implementation, it shows variations between values
and each indicator use.
Figure 1: Graph of interaction between BCWS, BCWP.
Figure 2: Comparative graph of BCWS, BCWP.
According to the graphical interpretations of
figure 1, it can be seen that the comparison of BCWS
and BCWP values for each month fluctuates which
shows that the BCWP value is below the BCWS
value, occurring in the 2nd to 3rd month, 5th to the
6th month and the 9th month. to the 10th month while
the BCWP value is above the BCWS value occurs in
the 1st month, the 4th month, 7th to 8th month, even
extreme conditions occur in the 4th week this is due
to MOS (Material on site) work (material on site)
brought to the field for sanitary and MEP
(Mechanical-Electrical and Plumbing) work.
However, the cumulative comparison of the
values of BCWS and BCWP as shown in figure 2
illustrates that the evaluation of the implementation
time from month 1 to month 10 shows that the BCWP
value is still above BCWS.
With this value, it means that the construction of
the Sanjiwani Hospital project is faster than the
planned schedule (a head schedule).
3.2.3 Schedule Variance (SV)
The variance in the schedule or Schedule Variance
(SV) occurs because there is a difference between the
plan and the realization of the time required for
project implementation which is reviewed in terms of
periodic physical progress.
Examples of calculations as follows:
For work in the first month
SV = BCWP - BCWS
(3)
BCWP = Rp. 2,278,207,951.53
BCWS = Rp. 1,871,531,986.14
SV = Rp 2,278,207,951.53 – Rp
1,871,531,986.14
= Rp 406,675,965.40
Figure 3, below shows a graph of the results of
calculating the value of SV on project implementation
from month 1 to month 10.
Figure 3: Monthly Schedule Variance (SV) analysis.
Based on Figure 3 above, it can be seen that the
Schedule Variant (SV) from month 1 to month 10 is
positive indicating that the implementation time is
running faster than planned.
0
10
20
30
40
1234567891011121314
Billions
Month BCWS BCWP
0
50
100
150
1234567891011121314
Billions
Month BCWS BCWP
0
5
10
15
20
12345678910
Billions
Month SV
Analysis of Project Time Performance during Covid-19 Pandemic on the Construction of Service Building at RSUD Gianyar by using the
Earned Value Method
495

3.2.4 Schedule Performance Index (SPI)
SPI (Schedule Performed Index) is a number of
numbers used for reviewing the achievements made
in comparison with the planned target in that time. In
project time control, the schedule performance index
which shows that the SPI value is less than one means
that the work performance is not as expected because
it cannot meet the planned targets.
When the performance index numbers are
reviewed further, the following will be seen: If the
performance index number is less than one, it means
that the work performance is not as expected because
it is unable to achieve the planned work target. If the
performance index is more than one, it means that the
work performance is better than planned.
The greater the Schedule Performed Index (SPI)
value of number 1, it indicates that the greater the
deviation from the project to its initial planning or
costs
Even if the value is too high, this means that the
work performance of the project is very good, but it
is necessary to conduct an assessment because
whether it is possible that the planning carried out
may not be realistic or not in accordance with the
reality in the field.
Example of calculation as follows:
For jobs in the First month
SPI = BCWP : BCWS (4)
BCWP = Rp 2,278,207,951.53
BCWS = Rp 1,871,531,986.14
SPI = 1.217
Furthermore, the results of calculating the SPI
value for each month can be seen in the graph below.
Table 4: Schedule performance index.
Month BCWS BCWP SPI
1. 1,871,531,986 2,278207,951 1.21
2. 13,429,466,193 13,061,672,981 0.97
3. 18,393,730,209 18,386,182,791 0.99
4. 17,982,840,298 36,293,324,930 2.10
5. 25,477,219,805 7,189,301,776 0.28
6. 7,903,903,451 7,889,336,555 0.99
7. 7,238,833,035 7,289,839,076 1.00
8. 6,572,359,561 7,204701,416 1.09
9 6,514,234,211 6,617,399,901 1.02
10 4,822,085,916 8,714,184,483 1.80
Figure 4: Analysis of SPI monthly.
From Figure 4 and the calculation of the monthly
Schedule Performance Index (SPI) in this Gianyar
hospital project, the biggest delay occurred in the 5th
month with an SPI value < 1 (0.282). While the
biggest acceleration in this project occurred in the 4th
month with an SPI value > 1 (2.018).
The large SPI value in the 4th month was due to
material work on site for MEP, so that the progress of
the work progressed by 14.92% from the plan
However, cumulatively the calculation of the SPI
value from the 1st month to the 10th month of the
Gianyar Hospital project, shows that the average SPI
value is slightly above 1, meaning that the project's
performance is quite good or the time is slightly faster
than planned as shown in Figure 5.
Figure 5: Analysis of SPI cumulative.
When SPI number is more than one, it illustrates
that the performance of the work carried out by the
contractor on the Gianyar hospital project is better
than planned.
3.2.5 Estimate to Completion (ETC)
ETC represents performance against schedule
assuming the same as remaining work at the time of
reporting. The value of the ETC is the remaining
working time of the project divided by the
performance index against the schedule.
This estimated completion time is very useful for
the project because it can provide an early warning
1,217
0,973
1,000
2,018
0,282
0,998
1,007
1,096
1,016
1,807
-
0,500
1,000
1,500
2,000
2,500
12345678910
-
0,500
1,000
1,500
12345678910
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about things that will happen in the future, if the
reporting of current trends does not change.
Assuming that the remaining work is guided by
the fixed performance as at the time of reporting or
appraisal, the estimated remaining time of work
(ETC) is :
ETC = (OD
–
ATE) : SPI
(5)
Calculation of the ETC value in the 4th month
ETC = (390 - 112)/1.355
= 205 days
3.2.6 Estimate at Completion (EAC)
The EAC value is the amount of work that has been
used up to the time of reporting or appraisal plus the
projected time required to complete and perfect the
remaining work of the project.
Calculation of the EAC value in the 4th month
EAC = ATE - ATC
(6)
= (112 - 205)
= 317 days
The following are the details of calculating the
EAC value per month during the study.
Table 5: EAC value per month.
Month OD ATE SPI ETC EAC
(days)
1 390 28 1.217 297 325
2 390 56 1,003 333 389
3 390 84 1.001 306 390
4 390 112 1.355 205 317
5 390 140 1.001 250 390
6 390 168 1.000 222 390
7 390 196 1.001 194 390
8 390 224 1.007 165 389
9 390 252 1.008 137 389
10 390 273 1.043 112 385
Figure 6: Monthly EAC histogram.
Table 5 and Figure 6, above shows that the largest
SPI occurred in the 4th month is 1.355 and an EAC
value is 317 days, so that the project experienced
accelerated completion, 73 calendar days earlier than
the schedule planned. However, in the following
months the project performance decreased but was
still equal to 1 so that with the same performance the
project completion projection was in accordance with
the plan. At the end of reporting, which is the 10th
month, the project completion schedule (EAC)
prediction is 385 days, which is smaller than the
initial plan, which is 390 days. This shows that the
project's time performance during the COVID-19
pandemic is still good because the project has
accelerated by 5 calendar days.
4 CONCLUSIONS
Based on data analysis on the construction project for
the construction of the Sanjiwani Gianyar Hospital
Building by using the Result Value method on the
evaluation of weekly report to month 10, the
following conclusions were obtained:
a. Project performance in terms of time in the
construction project of the Sanjiwani Hospital
Gianyar Hospital as a whole can be said to be
good because from the beginning to the end of
reporting, the results of Schedule Variant (SV),
are positive and the value of Schedule
Performance Index (SPI) > 1.
b. Estimated project completion schedule (EAC) at
the end of reporting is 385 days, smaller than the
initial plan of 390 days. This shows that the
project's time performance during the COVID19
pandemic is still good because the project has
accelerated by 5 calendar days.
ACKNOWLEDGEMENTS
The author expresses his gratitude to the leadership of
the Bali State Polytechnic, especially the P3M unit
and the leadership element in the Civil Engineering
Department, who have facilitated this research from
implementation to reportin.
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Analysis of Project Time Performance during Covid-19 Pandemic on the Construction of Service Building at RSUD Gianyar by using the
Earned Value Method
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