ANALISIS KETERLAMBATAN PROYEK PEMBANGUNAN RUMAH SAKIT PKU MUHAMMADIYAH MAYONG KABUPATEN JEPARA

ABSTRAK

Proyek konstruksi memiliki tingkat komplektitas yang tinggi sehingga memerlukan pengendalian waktu dan biaya yang efektif agar pelaksanaannya berjalan sesuai dengan rencana. Pada Proyek Pembangunan Rumah Sakit Muhammadiyah Mayong Kabupaten Jepara, berdasarkan kurva-S diketahui bahwa hingga tanggal 4 januari 2026 atau di minggu ke-22 realisasi progress kumulatif mencapai 63,12%, sedangkan progres rencana sebesar 79,99, sehingga terjadi deviasi -16,87% yang menunjukkan adanya keterlambatan pelaksanaan proyek. Penelitian ini bertujuan untuk menganalisis kinerja waktu dan biaya menggunakan metode Earned Value Management (EVM), menentukan lintasan kritis proyek dengan metode Critical Path Method (CPM), serta membandingkan cash flow antara perencanaan, hasil analisis EVM, dan CPM. Data penelitian diperoleh dari dokumen proyek yang meliputi time schedule, kurva-S, Rencana Anggaran Biaya (RAB), serta data progres aktual. Hasil penelitian menunjukkan bahwa proyek
mengalami keterlambatan pelaksanaan dengan kinerja jadwal yang belum optimal. Faktor dominan penyebab keterlambatan meliputi kondisi cuaca, keterlambatan pengiriman material, serta keterbatasan peralatan konstruksi di lapangan. Hasil penelitian perbandingan cash flow perencanaan minggu ke-22 sampai ke-31,
Rp. 11.716.139.387, Rp.583.918.159, Rp.492.294.949, Rp.492.294.949, Rp. 375.118.149, Rp.265.251.995, Rp.231.869.302, Rp.163.404.368, Rp.163.404.368, Rp.163.404.368, cash flow EVM minggu ke-22 sampai ke-34, Rp.9.245.490.109, Rp.713.809.107, Rp.691.978.449, Rp.674.151.135,
Rp.620.016.756, Rp. 560.058.728, Rp.498.682.505, Rp.469.068.280, Rp.447.097.630, Rp.351.891.480, Rp.175.976.903, Rp.147.535.337, Rp.51.343.573, cash flow CPM minggu ke-22 sampai ke-31, Rp.9.245.490.109, Rp.918.053.298, Rp.887.362.024, Rp. 850.215.905, Rp.806.274.605, Rp.658.702.717, Rp.525.066.694, Rp.391.066.246, Rp.247.524.666, Rp.117.343.729, total cash flow Rp.14.647.100.000. Penelitian ini diharapkan dapat menjadi bahan evaluasi dan acuan dalam pengendalian waktu dan biaya pada proyek konstruksi sejenis.

Kata kunci : Earned Value Management (EVM), Critical Path Method (CPM), keterlambatan proyek, cash flow, manajemen konstruksi.

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Construction projects have a high level of complexity and therefore require effective control of time and cost to ensure successful implementation. In the Construction Project of Muhammadiyah Mayong Hospital, Jepara Regency, based on the S-curve analysis, the cumulative actual progress as of January 4, 2026 reached 63.10%, while the planned progress was 79.81%, resulting in a deviation of −16.71%, which indicates a delay in project execution. This study aims to analyze project time and
cost performance using the Earned Value Management (EVM) method, determine the project’s critical path using the Critical Path Method (CPM), and compare the cash flow between the planned schedule, EVM analysis, and CPM analysis. The
research data were obtained from project documents, including the time schedule, S-curve, Budget Plan (RAB), and actual progress reports, The results indicate that the project experienced schedule delays with suboptimal time performance. The dominant factors contributing to the delay include adverse weather conditions, delays in material delivery, and inadequate construction equipment at the project site. Meanwhile, the cash flow based on the EVM analysis from weeks 22 to 34 resulted in values of IDR 9,245,490,109, IDR 713,809,107, IDR 691,978,449,
IDR 674,151,135, IDR 620,016,756, IDR 560,058,728, IDR 498,682,505, IDR 469,068,280, IDR 447,097,630, IDR 351,891,480, IDR 175,976,903, IDR 147,535,337, and IDR 51,343,573. Furthermore, the cash flow based on the CPM analysis from weeks 22 to 31 showed values of IDR 9,245,490,109, IDR 918,053,298, IDR 887,362,024, IDR 850,215,905, IDR 806,274,605, IDR 658,702,717, IDR 525,066,694, IDR 391,066,246, IDR 247,524,666, and IDR 117,343,729, with a total cash flow of IDR 14,647,100,000. The findings of this study are expected to serve as an evaluation reference and decision-making basis
for improving time and cost control in similar construction projects.

Keyword : Earned Value Management (EVM), Critical Path Method (CPM), project delay, cash flow, construction management.