Volume 3, Number 14, December 2022 e-ISSN: 2797-6068 and p-ISSN: 2777-0915
Apde Bonny, Wateno Oetomo,
Risma Marleno
Universitas 17 Agustus 1945,
Surabaya, Indonesia
Email: [email protected], [email protected],
[email protected]
|
KEYWORDS Cost,
Earned Value Method, Result Value, Scheduling, Time |
ABSTRACT The development of physical facilities in Indonesia is increasing
rapidly along with the promotion of modernization. In the implementation of a
project it is very rare to find a project that goes exactly as planned.
Generally, they experience delays from what was planned, both in terms of
time and progress of work, but there are also projects that experience
acceleration from the initial schedule planned. The research objectives were
to determine time and cost performance, and to determine cost estimates and
final project completion time for the Well Pad stockpiling and compaction
project in the Rokan Riau Oil and Gas Block environment. The method used in
this study is the Earned Value method which combines the elements of cost and
time as well as the physical performance of the work. The data obtained from
the project includes the project time schedule, budget plan (RAB), project
weekly reports and actual costs, then an analysis of costs, schedules,
variances and performance indexes is carried out by explaining the problems
that arise during the research. Based on the results of the analysis and
discussion, the calculation of the CPI value is> 1 from the 1st week to
the 16th week. This means that from the 1st week to the 16th week, the
project cost is more economical. The EAS calculation for the 16th week
estimates the project completion time is 116 days or 16 weeks. This means
that the project is experiencing a delay from the planned schedule. At the
end of the review period, an estimated final project cost of Rp.
4,022,024,000.00. And the estimated time for project completion is 116 days,
which means the project will be completed in a longer time than planned,
which is 211 days. |
INTRODUCTION
The development of physical facilities in Indonesia is
increasing rapidly along with the government's promotion of modernization with
the aim of welcoming the era of globalization. Various large-scale projects are
carried out to meet the increasingly complex needs of society. In the
implementation of a project it is very rare to find a
project that goes exactly as planned. Generally, they experience delays from
what was planned, both in terms of time and progress of work, but there are
also projects that experience acceleration from the initial schedule planned.
Creating a work plan is one of the first steps in planning. Planning is made to
achieve high effectiveness and efficiency of the resources to be used during
construction project implementation. The planned resources are labor (man),
equipment (machine), method (method), material (material), and money (money).
These resources must be planned as efficiently and effectively as possible in
order to obtain minimum implementation costs. In an effort to
control project performance against costs and time to make it more effective
and efficient, proper and measurable management controls are needed. Control
over a particular project activity from the company is known as project
management.
The construction of physical facilities also moves and
supports the mining and oil sector. In supporting the government's program
which has set a lifting target of 1 million barrels of crude oil and 12 BSCFD
of natural gas in 2023, it is necessary to make efforts to increase upstream
oil and gas operational activities such as drilling development wells or
exploration wells. Pertamina Hulu Rokan
as a subsidiary of Pertamina in charge of managing
upstream oil and gas business activities based on a cooperation contract in the
Rokan work area is trying to increase production by
targeting 500 new wells by 2022. One of the most basic jobs before RIG
undertook drilling is well preparation work. Pad as a place to do drilling. The
problems currently faced by implementing companies are cost issues and less
time allotted for the process of making one Well Pad and the waiting time for
project completion because it involves work from other teams. So that there is
an additional cost and working time that must be borne by the implementing company.
Therefore it is necessary to do an analysis to
calculate the cost and time needed to work on the Well Pad.
The purpose of this study was to determine the time
and cost performance of the Well Pad filling and compaction project in the Rokan Riau Oil and Gas Block, and to determine the
estimated cost and final project completion time.
The benefits of this research are expected to be able
to add insight and knowledge, especially in terms of carrying out construction
in terms of cost and time control and it is hoped that it will provide an
understanding that systematic cost planning in accordance with a determined
schedule will be very beneficial for a project implementation
RESEARCH METHOD
The method used in
this research is descriptive quantitative research that describes the
conditions of a particular project by analyzing existing data. Data analysis
used analytical and descriptive methods. Analytical means that existing data is
processed in such a way as to produce conclusive final
results. While descriptive means to describe problems that already exist
or appear. The Earned Value method examines the trend of schedule variances and
cost variances over a period of time during a project.
The research focused on controlling the well pad stockpiling and compaction
project from the aspect of time and cost using the Earned Value method
RESULTS AND DISCUSSION
Project Overview
The general description of the Well Pad stockpiling
and compaction project in the Rokan Riau Oil and Gas
Block by PT. Pertamina Hulu Rokan
which is used as the object in this final project is as follows:
Project Name: Well Pad Filling and Compaction
Project Location: Rokan Oil
and Gas Block Environment, Riau
Name of Service Provider: PT. Pertamina
Hulu Rokan
Contract Value: Rp. 5,041,789,130.00
Contract Date: 12 July 2022
Implementation Period: July 19 2022 to November 8 2022
(16 weeks)
Project Performance Identification
In identifying the implementation time, it
means analyzing the reporting data on the implementation of activities at a
certain time and comparing it with what has been planned, to see the
implementation time, a Table 1 can be made.
Table 1
Execution Time Control
|
week |
plan |
cumulative |
Realization |
cumulative |
|
1 |
0.714 |
0.714 |
0.480 |
0.48 |
|
2 |
0.654 |
1,368 |
0.420 |
0.900 |
|
3 |
0.876 |
2,244 |
0.642 |
1,542 |
|
4 |
0.910 |
3,154 |
0.676 |
2,218 |
|
5 |
0.991 |
4,145 |
0.757 |
2,975 |
|
6 |
1,072 |
5,217 |
0.838 |
3,813 |
|
7 |
2,453 |
7,670 |
2,219 |
6,032 |
|
8 |
3,534 |
11.204 |
3,300 |
9,332 |
|
9 |
5,453 |
16,657 |
5,219 |
14,551 |
|
10 |
7,876 |
24,533 |
7,642 |
22,193 |
|
11 |
10.354 |
34,887 |
7,775 |
29,968 |
|
12 |
15,560 |
50,447 |
9,981 |
39,949 |
|
13 |
17,456 |
67,903 |
11,877 |
51,826 |
|
14 |
16,650 |
84,553 |
13,966 |
65,792 |
|
15 |
12,453 |
97,006 |
12,219 |
78,011 |
|
16 |
2,985 |
100,000 |
2,199 |
80,210 |
Figure 2
�
Realized S Curve
Calculation
Analysis Method Earned Value
����������� Calculation
Analysis Earned Value on assignments
end this form analysis Planned Value (PV),
Earned Value (EV) and Actual Cost (AC).
Calculation of BCWS (Budget Cost of Work Schedule)
BCWS = (% progress plan) x (Budget)
Calculation of BCWS in weeks 1st period 19 July 2022 �
26 July 2022:
BCWS = (% plan) x (total project budget)
BCWS = (0.71%) x (Rp. 5,041,789,130.00)
BCWS = Rp. 35,796,703,
Table 2 follows show results calculation Planned Value (PV) in week 1 to with
16th week.
Table
2
Budget
Cost of Work Schedule (BCWS)
|
BCWS = (% Weight plan
) x ( budget ) |
||||
|
Sunday to |
Weight plan (%) |
Contract Value (Rp) |
BCWS (Rp) |
Cumulative BCWS |
|
1 |
0.71 |
5,041,789,130.00 |
35,998,374 |
35,998,374 |
|
2 |
0.65 |
5,041,789,130.00 |
32,973,301 |
68,971,675 |
|
3 |
0.88 |
5,041,789,130.00 |
44,166,073 |
113,137,748 |
|
4 |
0.91 |
5,041,789,130.00 |
45,880,281 |
159,018,029 |
|
5 |
0.99 |
5,041,789,130.00 |
49,964,130 |
208,982,159 |
|
6 |
1.07 |
5,041,789,130.00 |
54,047,979 |
263,030,139 |
|
7 |
2.45 |
5,041,789,130.00 |
123,675,087 |
386,705,226 |
|
8 |
3.53 |
5,041,789,130.00 |
178,176,828 |
564,882,054 |
|
9 |
5.45 |
5,041,789,130.00 |
274,928,761 |
839,810,815 |
|
10 |
7.88 |
5,041,789,130.00 |
397,091,312 |
1,236,902,127 |
|
11 |
10.35 |
5,041,789,130.00 |
522,026,847 |
1,758,928,974 |
|
12 |
15.56 |
5,041,789,130.00 |
784,502,389 |
2,543,431,362 |
|
13 |
17,46 |
5,041,789,130.00 |
880,094,711 |
3,423,526,073 |
|
14 |
16.65 |
5,041,789,130.00 |
839,457,890 |
4,262,983,963 |
|
15 |
12.45 |
5,041,789,130.00 |
627,854,000 |
4,890,837,963 |
|
16 |
2.99 |
5,041,789,130.00 |
150,497,406 |
5,041,335,369 |
�Source: Data Processing (2022)
From Table 2 can seen exists
increase Planned Value (PV)/ BCWS value for each week it means plan expenditure
cost each week project experience increase.
Calculation
of BCWP (Budget Cost of Work Performance)
BCWP = (% progress actual) x (Budget)
Calculation of BCWP in weeks 1st period 19 July 2022 �
26 July 2022:
BCWP = (% actual) x (total project budget)
BCWP = (0.39%) x (Rp. 5,041,789,130.00)
BCWP = Rp. 19,662,978.00
Table 3 below show results calculation Earned Value (EV) in week 1 to with 16th
week.
Table
3
Budget
Cost of Work Performance (BCWP)
|
BCWP = (% Weight realization) x ( budget
) |
||||
|
Sunday to |
Weight realization (%) |
Contract Value (Rp) |
BCWP (Rp) |
Cumulative BCWP |
|
1 |
0.39 |
5,041,789,130.00 |
19,662,978 |
19,662,978 |
|
2 |
0.42 |
5,041,789,130.00 |
21,175,514 |
40,838,492 |
|
3 |
0.64 |
5,041,789,130.00 |
32,368,286 |
73,206,778 |
|
4 |
0.68 |
5,041,789,130.00 |
34,082,495 |
107,289,273 |
|
5 |
0.76 |
5,041,789,130.00 |
38,166,344 |
145,455,616 |
|
6 |
0.84 |
5,041,789,130.00 |
42,250,193 |
187,705,809 |
|
7 |
2,22 |
5,041,789,130.00 |
111,877,301 |
299,583,110 |
|
8 |
3.30 |
5,041,789,130.00 |
166,379,041 |
465,962,151 |
|
9 |
5,22 |
5,041,789,130.00 |
263,130,975 |
729,093,126 |
|
10 |
7,64 |
5,041,789,130.00 |
385,293,525 |
1,114,386,651 |
|
11 |
7,78 |
5,041,789,130.00 |
391,999,105 |
1,506,385,756 |
|
12 |
9.98 |
5,041,789,130.00 |
503,220,973 |
2,009,606,729 |
|
13 |
11.88 |
5,041,789,130.00 |
598,813,295 |
2,608,420,024 |
|
14 |
13.97 |
5,041,789,130.00 |
704,136,270 |
3,312,556,294 |
|
15 |
12,22 |
5,041,789,130.00 |
616,056,214 |
3,928,612,508 |
|
16 |
2,20 |
5,041,789,130.00 |
110,868,943 |
4,039,481,451 |
�Source: Data Processing (2022)
From
Table 3 can seen exists increase mark Earned Value
(EV) on each week it means plan expenditure cost each week project
experience increase.
Calculation
of ACWP (Actual Cost Work Performance)
Table 4 shows recapitulation results
calculation Actual Cost (AC) week 1 arrived with 16th week.
Table 4
Actual Cost Work Performance
|
Cost Direct and No Live |
||
|
Sunday to |
ACWP (Rp) |
Cumulative ACWP (Rp) |
|
1 |
19,578,000 |
19,578,000 |
|
2 |
21,084,000 |
40,662,000 |
|
3 |
32,228,400 |
72,890,400 |
|
4 |
33,935,200 |
106,825,600 |
|
5 |
38,001,400 |
144,827,000 |
|
6 |
42,067,600 |
167,316,600 |
|
7 |
111,393,800 |
298,288,400 |
|
8 |
165,660,000 |
463,948,400 |
|
9 |
261,993,800 |
725,942,200 |
|
10 |
383,628,400 |
1,109,570,600 |
|
11 |
390,305,000 |
1,499,875,600 |
|
12 |
501,046,200 |
2,000,921,800 |
|
13 |
596,225,400 |
2,597,147,200 |
|
14 |
701,093,200 |
3,298,240,400 |
|
15 |
613,393,800 |
3,911,634,200 |
|
16 |
110,389,800 |
4,022,024,000 |
��� ������������������������������������������� �Source: Data Processing (2022)
From Table 4 can seen
exists increase mark Actual Cost (AC)
on each week it means expenditure cost each week project experience increase.
Calculation Analysis Time and Cost
Variances Completion Project
a. Calculation of Schedule Variance (SV)
SV
is obtained from BCWP reduction with BCWS:
Calculation
of SV by week 1st period 19 July 2022 � 26 July 2022:
SV
= (BCWP) - (BCWS)
SV
= (Rp. 19,662,978.00) - (Rp. 35,998,374.00)
SV
= - Rp. 16,335,397.00
b. Calculation of Cost Variance (CV)
CV obtained from reduction of BCWP with ACWP:
Calculation of CV by week 1st period 19 July 2022 � 26
July 2022:
CV = (BCWP) - (ACWP)
CV = (Rp. 19,662,978.00) - (Rp. 19,578,000.00)
CV = Rp. 84,978.00
Table 5 shows recapitulation results
calculation CV and SV 1st week up with 16th week.
Table 5
CV and SV
|
Sunday to |
SV (Rp) |
CV (IDR) |
|
1 |
- 16,335,397 |
84,978 |
|
2 |
- 28,133,183 |
176,492 |
|
3 |
- 39,930,970 |
316,378 |
|
4 |
- 51,728,756 |
463,673 |
|
5 |
- 63,526,543 |
628,616 |
|
6 |
- 75,324,330 |
20,389,209 |
|
7 |
- 87,122,116 |
1,294,710 |
|
8 |
- 98,919,903 |
2,013,751 |
|
9 |
- 110,717,689 |
3,150,926 |
|
10 |
- 122,515,476 |
4,816,051 |
|
11 |
- 252,543,218 |
6,510,156 |
|
12 |
- 533,824,633 |
8,684,929 |
|
13 |
- 815.106.049 |
11,272,824 |
|
14 |
- 950,427,669 |
14,315,894 |
|
15 |
- 962,225,455 |
16,978,308 |
|
16 |
- 1,001,853,918 |
17,457,451 |
Source: Data
Processing (2022)
Criteria
for second indicator above good the SV (Schedule Variance) and CV (Cost
Variance) with negative SV and Positive CV are summed up that Profession done more fast from the plan with swallow fee above budget.
Calculation
Index Productivity and Completion Performance Project
a. Calculation of Schedule Performance Index (SPI)
SPI
obtained from BCWP divided by BCWS:
Calculation of SPI in weeks 1st period 19 July 2022 �
26 July 2022:
SPI =
BCWP / BCWS
SPI = (Rp. 19,662,978.00) / (Rp. 35,998,374.00) SPI = 0.546
b.
Calculation of
Cost Performance Index (CPI)
CPI obtained from
BCWP divided by ACWP:
Calculation of CPI in weeks 1st period 19 July 2022 � 26 July 2022:
CPI = BCWP / ACWP
CPI = (19,662,978.00) / (19,578,000.00)
CPI = 1.004
Table 6 shows recapitulation results
calculation of CPI and SPI �1st
week up with 16th week.
Table
6
CPI and SPI
|
Sunday to |
CPIs |
SPI |
|
1 |
1.004 |
0.546 |
|
2 |
1.217 |
0.592 |
|
3 |
1.225 |
0.647 |
|
4 |
1.136 |
0.675 |
|
5 |
1.185 |
0.696 |
|
6 |
1.306 |
0.714 |
|
7 |
1,192 |
0.775 |
|
8 |
1.196 |
0.825 |
|
9 |
1,199 |
0.868 |
|
10 |
1.203 |
0.901 |
|
11 |
1.106 |
0.856 |
|
12 |
1.11 |
0.79 |
|
13 |
1.113 |
0.762 |
|
14 |
1.117 |
0.777 |
|
15 |
1,12 |
0.803 |
|
16 |
1.124 |
0.801 |
Source: Data Processing (2022)
�SPI value less of 1 shows that time implementation late from planned schedule.
CPI value is more big of 1 shows expenditure more
small from budget.
�Calculation of ETC (Estimate
To Complete) and EAC (Estimate At Complete)
ETC earned from BCWP divided by BCWS:
ETC calculation by week 1st period 19 July 2022 � 26
July 2022:
ETC =
(Total Budget � BCWP) / CPI
ETC = (Rp. 5,041,789,130.00 - Rp. 19,662,978.00) /
1.004
ETC = Rp. 5,002,422,000.00
EAC is estimation total cost
at the end project.
EAC =
ACWP + ETC
EAC calculation by week 1st period 19 July 2022 � 26
July 202: EAC =
(Rp. 19,578,000.00) + (Rp. 5,000,422,000.00) EAC = Rp. 5,020,000,000.00
Table 7 shows recapitulation results ETC
and EAC calculations 1st week up with 16th week.
Table
7
ETC and EAC
|
Sunday to |
ETC (Rp) |
EAC (Rp) |
|
1 |
5,000,422,000 |
5,020,000,000 |
|
2 |
4,108,095,299 |
4,148,757,299 |
|
3 |
4,054,858,627 |
4,127,749,027 |
|
4 |
4,342,448,424 |
4,449,274,024 |
|
5 |
4,130,740,206 |
4,275,567,206 |
|
6 |
3,715,731,600 |
3,883,048,200 |
|
7 |
3,977,224,763 |
4,275,513,163 |
|
8 |
3,826,452,705 |
4,290,401,105 |
|
9 |
3,595,889,685 |
4,321,831,885 |
|
10 |
3,265,106,717 |
4,374,677,317 |
|
11 |
3,195,583,537 |
4,695,459,137 |
|
12 |
2,732,088,529 |
4,733,010,329 |
|
13 |
2,185,646,874 |
4,782,794,074 |
|
14 |
1,548,325,738 |
4,846,566,138 |
|
15 |
993,605,656 |
4,905,239,856 |
|
16 |
891,859,397 |
4,913,883,397 |
Source: Data Processing (2022)
�Calculation of ETS (Estimate To Schedule) and EAS (Estimate At Schedule)
ETS = Remaining Time / SPI
ETS calculations by week 1st period 19 July 2022 � 26
July 2022: ETS =
(120) / (0.546)ETS = 210 days
EAS = Completion Time + ETS
EAS calculation by week 1st period 19 July 2022 � 26
July 2022: EAS =
1
+ 210 ����������
EAS = 211 days
Table 8 shows recapitulation results ETS
and EAS calculations 1st week up with 16th week.
Table
8
Estimated
At Schedule
|
Sunday to |
ETS (days) |
EAS (days) |
|
1 |
210.85 |
211.68 |
|
2 |
193,23 |
194.82 |
|
3 |
175.25 |
177.85 |
|
4 |
166.51 |
170,16 |
|
5 |
159.75 |
164.56 |
|
6 |
154.07 |
160,12 |
|
7 |
138.25 |
147,15 |
|
8 |
124.87 |
137,87 |
|
9 |
111.36 |
130.68 |
|
10 |
97,17 |
125,62 |
|
11 |
88,19 |
128.66 |
|
12 |
72.75 |
131,27 |
|
13 |
48,87 |
127,63 |
|
14 |
23.06 |
121,14 |
|
15 |
4,32 |
116.85 |
|
16 |
0.01 |
116.00 |
(Source:
2022 Analysis Results)
CONCLUSION
The results of the analysis using the EVM (Earned
Value Method) method on the Well Pad Piling and Compaction Project in the Rokan Oil and Gas Block Environment, Riau.
The cost performance of the Well Pad Piling and
Compaction Project in the Rokan Oil and Gas Block,
Riau Province, does not match the budgeted costs in the 16th week, the costs
incurred amounted to Rp. 4,022,024,000.00 with an actual weight percentage of
80.21%. Calculation of the CPI value> 1 from the 1st week to the 16th week.
This means that from the 1st week to the 16th week, the project cost is more
economical.
The time performance of the Well Pad Piling and
Compaction Project in the Rokan Oil and Gas Block
Environment, Riau, in the 1st to 16th week, the SPI value < 1. This means
that in the 1st to 16th week the project was delayed from the planned schedule.
The EAS calculation for the 16th week estimates the project completion time is
116 days or 16 weeks. This means that the project is experiencing a delay from
the planned schedule.
At the end of the review period, an estimated final
project cost of Rp. 4,022,024,000.00. If the trend of project performance
conditions is the same as at the end of the review, namely the 16th week, the
estimated value does not exceed the total project cost of Rp. 5,041,789,130.00.
And the estimated time for project completion is 116 days, which means the
project will be completed in a longer time than planned, which is 211 days
�
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