This study investigates the impact of Change Orders (CO) on construction project performance, focusing on cost overruns and project delays. Partial least square structural equation modeling was used to analyze the relationships between key causal factors, including design changes, planning errors, and project outcomes. Data were collected from 127 construction practitioners involved in large-scale projects managed by PT XYZ, a leading Indonesian contractor. The analysis identifies that design changes contribute to 56.5% of cost overruns and 40% of project delays, while planning errors account for 34.5% of cost overruns and 23.1% of delays. These findings highlight the critical importance of improving project planning accuracy and enhancing design management processes to reduce the adverse effects of CO. Structured protocols for managing CO, better coordination among stakeholders, and adopting advanced technologies are recommended to minimize their effect. These insights are particularly relevant for large-scale projects where CO frequently disrupt budgets and timelines. By addressing these issues, project managers can enhance overall performance and reduce risks associated with cost and time escallations. This research provides practical strategies applicable to various construction contexts, supporting more efficient project delivery and better management of CO.

Changes in road construction are affected by the owner and contractor at the beginning, middle, or end of the project. This study aims to determine the ranking of the factors that cause change orders for road construction from the owner's poin...

A construction project is a series of activities carried out to construct a building within a specified period. Delay in construction projects is a problem that often occurs so that these constraints make the project implementation time not as specified. The success of project management is based on proper project control. This research is based on real data from one of the hospital projects in Bandung. The purpose of this study is to estimate the project completion time using the Earned Value and Earned Schedule methods. Calculations were made in 3 conditions, namely at the 30th week, the 45th week, and the 49th week. Based on the results of calculations using the Earned Value method, the project completion time is in the 30th week for 51.5 weeks or 3.5 weeks late from the 48-week planned time. In the 45th week, the project completion time was obtained for 48.35 weeks or 0.35 weeks late from the planned time of 48 weeks. And in the 49th week, the project completion time was obtained for 52.01 weeks or 0.01 weeks late from the planned time of 52 weeks. Meanwhile, based on the results of calculations using the Earned Schedule method, the project completion time was obtained in the 30th week for 53.184 weeks. In the 45th week, the project completion time was 51,537 weeks. In the 49th week, the project completion time was 52.136 weeks. Abstrak Proyek konstruksi merupakan suatu rangkaian kegiatan yang dilakukan untuk membangun suatu bangunan dalam jangka waktu yang ditetapkan. Keterlambatan dalam proyek konstruksi adalah suatu masalah yang sering terjadi sehingga kendala tersebut membuat waktu pengerjaan pelaksanaan proyek tidak sesuai dengan yang ditetapkan. Keberhasilan manajemen proyek didasari oleh pengendalian proyek yang tepat. Penelitian ini berdasarkan data riil salah satu proyek rumah sakit di Bandung. Tujuan dari penelitian ini untuk memperkirakan waktu selesai proyek menggunakan metode Earned Value dan Earned Schedule. Perhitungan dilakukan pada 3 kondisi yaitu pada minggu ke-30, minggu ke-45, dan minggu ke-49. Berdasarkan hasil perhitungan dengan metode Earned Value didapatkan waktu penyelesaian proyek pada minggu ke-30 selama 51,5 minggu. Pada minggu ke-45 didapatkan waktu penyelesaian proyek selama 48,35 minggu. Dan pada minggu ke-49 didapatkan waktu penyelesaian proyek selama 52,01 minggu. Sedangkan berdasarkan hasil perhitungan dengan metode Earned Schedule didapatkan waktu penyelesaian proyek pada minggu ke-30 selama 53,184 minggu. Pada minggu ke-45 didapatkan waktu penyelesaian proyek selama 51,537 minggu. Pada minggu ke-49 didapatkan waktu penyelesaian proyek selama 52,136 minggu. Hasil perkiraan waktu akhir proyek dengan metode Earned Value lebih akurat daripada metode Earned Schedule. Tetapi berdasarkan hasil perhitungan minggu ke-45 metode Earned Schedule lebih akurat terhadap waktu aktual selesai proyek.

After risk identification and risk analysis done, so risk response is carried out. Risk response is handled by the service provider. Recommendation is the final result of risk management of road construction project waste material. The recommendation is the aggregate B and Ready Mix Concrete is necessary to pay attention to the waiting time and pay attention to the critical trajectory on material scheduling so that breakdowns and scheduling updates are made per week. Need to pay attention to rainfall and implementation methodology. Recommendations for lean concrete waste material are necessary to pay attention to the waiting time and pay attention to the critical trajectory on material scheduling so that breakdowns and scheduling updates are carried out per week. Need to pay attention to rainfall and implementation methodology. And the causes for minimizing waste material must be considered.

The construction of medium-rise building construction projects in Indonesia is increasing and spreading throughout the region. In general, construction projects often experience changes in their implementation. Such changes can occur at the suggestion of the owner, contractor or consultant. Changes to a project in its execution are often known as change order. Change orders are brought on by a variety of things, including insufficient equipment, changing the scope of the job, altering the plan drawings, and variations between the field conditions and the drawing design. It's important to understand the effects of change orders in order to decrease their frequency. This study's objective is to ascertain the impact of change orders on medium-rise building construction projects. To that end, it has been broken down into a number of different variables, including cost, quality, time, organization, and others, and then put together into a questionnaire. There were 30 people that responded to the survey that was given out. The Partial Least Squares approach was used to do the analysis (Smart PLS 4.0 software). Change orders were shown to significantly affect cost and other factors in medium-rise buildings. Abstrak Pembangunan proyek konstruksi gedung bertingkat di Indonesia semakin bertambah banyak dan tersebar luas ke seluruh daerah. Pada umumnya proyek konstruksi sering mengalami perubahan dalam pelaksanaannya. Perubahan tersebut dapat terjadi atas ajuan dari pemilik, kontraktor ataupun konsultan dan harus disetujui oleh semua pihak. Perubahan pada proyek dalam pelaksanaannya sering dikenal sebagai change order. Change order disebabkan oleh beberapa faktor seperti perbedaan kondisi lapangan dengan gambar desain, perubahan lingkup pekerjaan, perubahan gambar rencana, peralatan yang tidak memadai dan lain-lain. Untuk mengurangi terjadinya change order maka perlu untuk mengetahui dampak dari change order. Change order memiliki dampak yang berbeda-beda pada setiap proyek. Riset ini bertujuan untuk mengenali dampak atau akibat change order pada proyek konstruksi bangunan gedung bertingkat sedang. Dampak change order dipecah dalam lima kategori yaitu biaya, mutu, waktu, organisasi serta lainnya kemudian disusun menjadi suatu kuesioner. Penyebaran kuesioner dilakukan dengan jumlah 30 responden. Dari hasil penyebaran kuesioner tersebut maka dilakukan pengolahan data menggunakan metode Partial Least Square (aplikasi Smart PLS). Setelah dilakukan analisis diperoleh bahwa change order berdampak signifikan terhadap variabel biaya dan lainnya pada proyek konstruksi bangunan gedung bertingkat sedang dengan nilai path coefficient sebesar 0,669 atau 66,9% untuk biaya dan 0,437 atau 43,7% untuk lainnya.

Value engineering is an attempt to get the lowest possible cost without eliminating the main functions in a product, process, or service. The way is to identify and overcome the factors that cause costs without contribution or effort. Housing projects have a lot of construction work. Floor work is one of the jobs that has high costs and has the possibility to do value engineering. This project is a housing project, located in the South Tangerang area with 118 units. The goal is to get the best material choices for flooring. Alternative flooring materials in this study are vinyl, carpet, laminate wood, and ceramics. Floor materials in the initial design of the project are granite and ceramics. In the process, this research uses value engineering analysis with a value engineering job plan approach that is assisted by an expert choice program. After analyzing the data using expert choice, the result of urutan ranking criteria is material availability by 30.9%, ease of installation by 22.0%, strength by 18.2%, price by 16.5%, and design by 12.5%. While the alternative weight of vinyl is 26.5%, laminate wood 19.4%, ceramics 32.1%, and carpets 22.0%. The construction cost owned by the initial floor work is IDR 3,105,164,536.61, thus saving the initial design cost of IDR 511,533,875.30. It can be stated that vinyl and ceramics are the best alternatives in this two-story housing project.