A Guideline of Earned Value Method (EVM) Implementation as Decision Baseline on Acceleration Solutions for Construction Project Scheduling

The implementation of construction work has the main targets in construction management, such as construction costs, quality of construction work and construction implementation time. Construction activities can be declared successful in their management if they produce work products with the quality criteria that have been determined, on time, and according to the agreed costs. Using EVM (Earned Value Method) in project management can be used to determine cost performance and implementation time during the project and the indicators used for analysis include: BCWP (Budget Cost of Work Performance), BCWS (Budget Cost of Work Schedule), ACWP (Actual Cost of Work Performance), SV (Schedule Variance), CV (Cost Variance), SPI (Schedule Performance Index), CPI (Cost Performance Index), EAS (Estimated At Schedule) and ETS (Estimated Temporary Schedule).By using this method in the Sports Facilities Construction Project, Kecamatan Kedewan, Kabupaten Bojonegoro, the ACWP (Actual Cost of Work Performed), BCWP (Budgeted Cost of Work Performed), and BCWS (Budgeted Cost of Scheduled) values were obtained. The CV value obtained <0 in weeks 1 to 7 indicates that the costs incurred were greater than the plan, but in weeks 8 to 15 the CV value >0 means that in that week the costs incurred were less than the plan. Meanwhile, the SV value for the 15th week is SV<0, meaning the project is experiencing a delay from plan. The estimated of the completion budget requirement obtained from the ETC (Estimate to Compile) value is IDR. 3,345,105,521.28, while the estimated final total project cost obtained from the EAC (Estimate at Complete) value is IDR. 5,680,868,593.22. The results of the TE (Time Estimate) value in week 15 show 33 calendar days, so it takes 243 (Two hundred and forty three) calendar days to complete the project from week 15 to completion or 33 days later than the contract time of 210 calendar days.

Project completion delays have adverse consequences on a contractor's credibility and result in additional penalty costs, reducing potential profits. To mitigate these issues and optimize project outcomes, refining activity schedules and budgets is crucial. The Earned Value Method proves effective in monitoring and controlling project activities. In the case of the Kediri airport access road construction project, weeks 1 to 6 revealed a negative Cost Variance (CV), indicating higher-than-planned costs, while weeks 7 to 8 showed a positive CV, suggesting costs were lower than anticipated. Schedule Variance (SV) for the 1st week was unfavorable, indicating a delay, and SV>1 from weeks 2 to 8 signaled a project delay. The Estimate to Complete (ETC) is IDR 17,470,510,292.77, and the Estimate at Complete (EAC) is IDR 32,509,153,464.05. The Time Estimate (TE) forecasts project completion in 89 calendar days, five days beyond the contracted 84 days. Employing the Earned Value Method enhances project performance evaluation and decision-making to avoid delays and cost overruns.

Project delays are caused by lack of good control, which affects the time and cost of completion, in determining and knowing the time performance and cost performance of the SP. Armed-Rumah Great Road Construction Project, Biru-Biru District, Deli Serdang Regency. Using the Earned Value method. Based on the results, the results of the time performance from month 1 to month 3 of the project experienced delays, this is indicated by the Schedule Variant (SV) indicator which has a negative value of Rp. - 356,103,446.04 or Schedule Performance Index (SPI) = 0.828 <1. In the 4th month it was faster than the planned schedule, this is indicated by the Schedule Variant (SV) indicator which has a positive value of Rp. 96,183,088.74 or Schedule Performance Index (SPI) = 1.019>1. And in the 5th and 6th months the schedule performance index (SPI) value shows a value of 1 which means that the construction project work is in accordance. Meanwhile, for cost performance from month 1 to month 3, it incurred smaller costs than planned, this is indicated by the negative Cost Variance (CV) indicator of Rp. -150,413,906.18 or Cost Performance Index (CPI) = 0.920 <1. In month 4 to month 6, the Cost Variance CV value is above the X axis with a positive value of Rp. 829,560,555.98 or Cost Performance Index (CPI) = 1.110 >1 due to the addition of labor and additional working hours in project implementation.

Nurse staffing levels in American hospitals: A 2001 report

Control in a construction project generally involves three main aspects, namely: cost, time and human resources. This study uses Network Planning analysis as a control function with the Critical Path Method (CPM) method in calculating the difference in cost and time needed to complete the work with a planned budget and schedule. This study also tried to implement an integrated control function, namely the Earned Value Method for a construction project. Based on the analysis and calculation in the 8th week (eight) of the total duration of the project, the analysis produces CPI value = 1.06 which shows that the performance of contractor's expenditure costs is more efficient than the planned budget. The description of the final condition of the project also shows that there is a residual budget value of Rp 321,642,608.01 or 5.55% of the total value of the overall project cost budget or Budgeted At Completion (BAC) which is an advantage for the contractor. The analysis also produces SPI value = 0.94 which means that the time performance index is of good value but the execution of the work is a little slower than the overall planned schedule.

Delays in completing the project are things that must be avoided, because in addition to adversely affecting the credibility of the contractor, it also causes losses in terms of project time and cost or cost overrun, where the work done is not in accordance with the planned time and the cost is not in accordance with the budgeted so that it requires additional costs to complete the project. The Earned Value method is a method used to manage project costs and schedules in a structured manner. This method can provide information on the status of project performance in a review period and information on predicted costs and time for completion of all work based on performance indicators at the time of review. Project performance on ship repair TB. Big Fair 15 from the calculation of CV and SV in reviews 1, 2 and 3 is negative and so is the calculation of CPI and SPI in reviews 1, 2 and 3 is negative or less than 1. This indicates that the cost used to complete the project is greater than the plan. However, for the 4th review, the results of the CV and SV calculations show a positive value, which means that the cost of completing the project is in accordance with the plan as well as the CPI and SPI at the 4th review show a positive value, which means that the cost of completing the project is in accordance with the plan. Based on the analysis that has been done, the time required to complete the remaining work is 10 days and in this ship repair project there is a cost overrun of Rp. 107,332,706 with a cost budget of Rp. 459,273,994. After a review using Earned Value Analysis, the results are obtained for each review, where review 1 weighs 12.93% at a cost of Rp. 73,267,561 and review 2 weighs 45.17% at a cost of Rp. 255,915,724 and review 3 weighs 26.58% at a cost of Rp. 86,839,784.

The construction project management for Wadungasri Sidoarjo Market Drainage Normalization aims to achieve cost, quality, and time objectives within a 100-day timeframe. This study addresses a 7.44% delay experienced by contractors, seeking to establish early warning mechanisms for poor project performance. The Earned Value Method is employed, integrating time and cost value concepts. Key indicators such as Cost Variance (CV), Schedule Variance (SV), work productivity index (CPI), time productivity index (SPI), project completion cost forecast (EAC), and project completion schedule forecast (ECD) are utilized. The results reveal a required cost of Rp 563,044,547.85 (ETC) and a 65-day timeframe (ETS) at the end of the 7th week, with a 0.64% increase in project completion cost (EAC) over the contract cost. The project completion time (EAS) is estimated at 114 days, reflecting a 0.14% extension. The analysis emphasizes the importance for construction service providers to implement efficient methods and consistent supervision to avoid delays in the Wadungasri Sidoarjo Market Drainage Normalization project.

N EW estimates of hours and earnings indicate greater declines in hours of work and greater increases in hourly earnings the past half century than the usually used, currently available historical series show. The new estimates presented in this paper are hours of work per week in the manufacturing, railroad, bituminous, and anthracite coal mining industries, as well as hourly earnings and hourly compensation in the latter three industries. The purpose in presenting the new hours and earnings series is threefold. (1) For historical data on hours and earnings, economists generally refer to the series published by the Bureau of Labor Statistics.' The conceptual basis underlying the calculation of the Bureau's series is one of total time paid for. For the researcher who is interested in problems relating to long-run changes in the hours of work, the introduction in recent years of such practices as paid vacations, paid holidays, or payment travel time gives an upward bias to an hours-per-week series when measured on a total time paid for basis. Since these practices provide additional earnings, division by the additional hours paid for, according to the total time paid for concept, tends to cancel out these gains and thus leads to understatement of the historical increase in hourly earnings. The new series attempt to correct these biases by deducting the time accounted by these practices from the measured hours both in the calculation of hours of work per week and in the calculation of hourly earnings. (2) The new series provide annual data continuously from 1900 through 1957, thus supplying information time periods since 1900 that are not covered by the Bureau's series (Tables 1 and 2 below). (3) The comprehensive review of the historical evidence on hours of work, which was undertaken in constructing the new series, suggests that the level of the Bureau's oft-used manufacturing series is in error during the 1920's. In 1929, a bench mark year the manufacturing series presented in this paper, the new estimate of hours of work per week is 48.0; the level of the Bureau's series is 44.2 hours. The construction of the hourly compensation series extends to three more industries the compensation concept developed by Rees manufacturing, to take account of the increasing importance to employees of employer contributions to such programs as pension plans and social insurance.2 Total hourly compensation is the sum of these wage supplement payments and the direct wage payments to workers measured by average hourly earnings. The employee coverage of the new series is identical to that of the Bureau's historical series. Except the railroad series, employee coverage is limited to production workers. The employee coverage of the railroad series is somewhat broader, including all wage and salary workers except the upper echelon of management which is classified as officials, and staff 3 Tables 1 (hours) and 2 (earnings and compensation) below present the new series together with, comparative purposes, the currently official historical series of the Bureau of * This paper is adapted from Chapter II and Appendix B of my Ph.D. dissertation, Hours of Work in the United States, 1900-1957 (unpublished Ph.D. dissertation, Department of Economics, University of Chicago, 1961). My thanks are due to both H. Gregg Lewis and Albert Rees their assistance on the dissertation and their helpful suggestions on an earlier draft of this paper. 1See, e.g., U.S. Bureau of the Census, Historical Statistics of the United States, Colonial Times to 1957 (Washington, 1960), 92-3; and U.S. Bureau of Labor Statistics, Employment and Earnings Statistics the United States, 1909-60, Bull. No. 1312 (Washington, 1961), 14, 31, and 422. 2Albert Rees, New Measures of Wage-Earner Compensation in Manufacturing, 1914-57, National Bureau of Economic Research, Occasional Paper 75 (New York, 1960). 'The new series exclude only the reporting divisions (1) executives, general officers, and assistants and (2) division officers, assistants, and staff assistants. See U. S. Interstate Commerce Commission, Monthly Report of Employees, Service, and Compensation, Forms A and B.

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Estimates of incubation and completion times in recrystallization

The Kali Lamong Project is scheduled to be completed within 35 weeks with acontract value of Rp. 72,000,000,000,-. The purpose of this study is to determinecost and time performance, cost and time estimates at the end of project completionand the factors that cause delays or project progress. The method used in this studyis the Earned Value method which combines the elements of cost and time as well asthe physical performance of the work The data obtained from the project includesthe project time schedule, budget plan (RAB), project weekly reports and actualcosts, then an analysis of costs, schedules, variances and performance indexes iscarried out by explaining the problems that arise during the research. From theresults of the analysis it is known that the costs incurred are lower than thebudgeted costs indicated by the value of CPI = 1.12 and the implementation time isslower than the planned schedule indicated by the value of SPI = 0.71. The resultsof the calculation of the estimated final project cost of Rp. 67,952,500,564.98 withan estimated completion time of 43 weeks, indicating that the project experienced adelay of 8 weeks from the planned 35 weeks. This delay was caused by variousfactors such as delays in the initial erection of the project by a third party, damageto equipment, changes to the drawings by the planning consultant and changes tothe design by the owner.

Manufacturing industry can directly reflect the level of national productivity, and energy-saving. Efficient intelligent manufacturing can be realized via utilizing the optimization of production scheduling. In this paper, according to the actual situation of flexible job-shop scheduling problem, a mathematical model is established to minimize both the maximum completion time and the energy consumption of processing machines. The coding method, generation of initial population, evolution stage and selection operation of the algorithm are optimized, aiming to improve the shortcomings of the genetic algorithm, the convergence speed of the algorithm as well as the quality of the final optimal solution. A machine-process double layer coding scheme based on roulette probability selection machine is designed to ensure that the machine segment coding can meet the requirement of minimum completion time. In order to improve the quality of the initial population, a method of generating the initial population is designed to make the initial population evenly distributed in the solution space. The evolutionary process is divided into two parts, namely, crossover in the early stage and mutation in the later stage. In addition, the population diversity can be improved, and the proposed algorithm can avoid falling into the local optimal. Simulation results verify the stability of the improved genetic algorithm and the effectiveness and feasibility of the flexible job-shop scheduling. The job-shop scheduling operators can select a group of feasible solutions for job-shop scheduling according to different weights and actual conditions.

This paper develops and estimates a model for the choice of part-time and full-time employment and the decision to pay for childcare among single mothers. The results indicate that a lower childcare price and a higher full-time wage rate both lead to an increase in overall employment and the use of paid childcare. The part-time wage effects are found to be too small to have significant behavioral implications. An analysis of cost-effectiveness indicates that the additional hours of work generated per dollar of government expenditure is larger for a childcare subsidy than a wage subsidy.

BackgroundBurnout among resident physicians affects their physical and mental health as well as the quality of healthcare. Person-Vocation Fit (P-V Fit) may play a key role in preventing burnout. This study aims to explore the relationship between P-V Fit and burnout among resident physicians.MethodA cross-sectional survey was conducted, including demographic information, work factors, burnout assessment using the Maslach Burnout Inventory-Human Services Survey (MBI-HSS), and the Person-Vocation Fit (P-V Fit) scale. Data were analyzed using logistic and linear regression with SPSS-27.Results636 resident physicians (response rate 80%) participated in the survey. The mean age was 25.6 ± 2.3 years, 52.5% were male, 90.6% were unmarried, and 55.7% had a bachelor’s degree. The overall burnout rate was 46.07%, with mean scores for emotional exhaustion, depersonalization, and personal accomplishment of 30.5 ± 11.9, 12.9 ± 7.4, and 28.5 ± 9.6, respectively. For each one-point increase in the P-V Fit score, the overall likelihood of burnout decreased by 19% (OR, 0.81;95%CI, 0.76–0.87;P < 0.001), emotional exhaustion decreased by 0.85 points (95%CI, -1.10 to -0.59), depersonalization decreased by 0.55 points (95%CI, -0.73 to -0.38), and personal accomplishment increased by 1.34 points (95%CI, 1.12–1.56)(all P < 0.001). For each additional hour of work, the risk of burnout increased by 33% (OR, 1.33;95%CI, 1.12–1.59;P = 0.001).ConclusionImproving Person-Vocation Fit is an effective strategy for preventing burnout among resident physicians. Residency training should focus on vocational compatibility assessment, develop differentiated support strategies, and arrange reasonable workloads.

We compared work and lifestyle activities for workers who work in 1 job with those who work in multiple jobs during a 1-week period. We used information from the 2003-2011 American Time Use Survey to classify workers into 6 work groups based on whether they were a single (SJH) or multiple (MJH) job holder and whether they worked their primary, other, multiple, or no job on the diary day. The MJHs often worked 2 part-time jobs (20%), long weekly hours (27% worked 60+ hours), and on weekends. The MJHs working multiple jobs on the diary day averaged more than 2 additional work hours (2.25 weekday, 2.75 weekend day; P < .05), odd hours (more often between 5 pm and 7 am), with more work travel time (10 minutes weekday, 9 minutes weekend day; P < .05) and less sleep (-45 minutes weekday, -62 minutes weekend day; P < .05) and time for other household (P < .05) and leisure (P < .05) activities than SJHs. Because of long work hours, long daily commutes, multiple shifts, and less sleep and leisure time, MJHs may be at heightened risk of fatigue and injury.