The findings are increasingly relevant as industrial construction projects continue to face pressure to deliver faster, remain within budget, and sustain operational reliability. Delays, cost overruns, supply disruptions, and changing project conditions remain common challenges across infrastructure and industrial development sectors.
The research highlights how project performance can be evaluated more accurately by integrating time and cost indicators rather than assessing them separately.
Why Construction Performance Monitoring Matters
Construction projects are among the most resource-intensive business activities. They require coordination across labor, equipment, procurement, engineering, scheduling, and financial management.
When project timelines slip or budgets expand unexpectedly, the consequences often extend beyond construction itself. Industrial facilities may experience delayed operations, reduced productivity, and increased financial exposure.
The Warehouse Motor Control Center (MCC) analyzed in this study serves as a critical component of industrial electrical distribution. It functions as the operational control point for electric motors supporting production activities inside the PT Omya facility in Paciran, Lamongan.
Because of its operational importance, maintaining schedule discipline and cost control became a central management priority.
How the Research Was Conducted
The researchers applied the Earned Value method, a project performance analysis approach widely used to evaluate both cost and schedule simultaneously.
Instead of measuring project progress only through expenditures or completed activities, the method compares three project dimensions:
- Planned Value (PV): the value of work scheduled to be completed;
- Earned Value (EV): the value of work actually completed;
- Actual Cost (AC): the real expenditure incurred during implementation.
The analysis used project documentation collected throughout construction, including:
- Budget planning documents (Bill of Quantities/RAB);
- Planned and actual project schedules;
- Weekly progress reports;
- Cost realization records.
Using these data sources, the researchers calculated indicators that measured schedule performance, cost efficiency, and projected final outcomes.
The approach also allowed forecasting of total completion time and final project expenditure before construction ended.
Key Findings: Faster Completion and Cost Efficiency
The analysis produced clear performance results.
By week 18 of project monitoring, the construction performance indicators showed that the project remained under control and moved efficiently toward completion.
The study reported:
- Project completion occurred 7 days earlier than the projected schedule.
- Total project duration reached 133 days, outperforming the expected timeline.
- Final estimated expenditure remained below the contract value.
- Estimated cost savings reached Rp 2,189,355,000 compared with contracted project costs, indicating substantial financial efficiency.
The project evaluation demonstrated that schedule performance and cost performance remained favorable throughout implementation.
The forecasting component of Earned Value analysis also indicated that no significant corrective intervention was required during the final stages because performance trends remained stable.
A Practical Lesson for Industrial Construction
The broader contribution of this study extends beyond a single warehouse project.
Industrial construction projects increasingly operate under demands for shorter delivery cycles and tighter financial accountability. Traditional monitoring methods often separate scheduling reports from financial reports, making early risk detection difficult.
According to Aris Lukmanul Khakim and colleagues from Universitas 17 Agustus 1945 Surabaya, integrating cost and schedule performance into one evaluation framework provides managers with a clearer understanding of project conditions and enables earlier decision-making.
Their analysis suggests that predictive project control can reduce uncertainty and improve resource allocation before delays or budget escalation occur.
For industry practitioners, this means project management can move from reactive reporting toward proactive performance management.
For construction education and professional training, the findings reinforce the importance of integrated project evaluation methods in preparing engineers and project leaders for increasingly complex industrial environments.
As infrastructure and industrial investment continue to expand across Indonesia, approaches that combine operational visibility with financial efficiency may become essential tools for maintaining competitiveness.
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