Relationship Between Contract Change Orders in Construction Projects with Project Performance and Client Satisfaction

I Nyoman Yudha  Astana; I Putu Bagus Ananda Elian  Yudistira; Anak Agung Diah Parami  Dewi

doi:10.47616/jamrems.v6i1.629

Autori

I Nyoman Yudha Astana Civil Engineering Department, Faculty of Engineering, Udayana University, Bali, Indonesia
I Putu Bagus Ananda Elian Yudistira Civil Engineering Department, Faculty of Engineering, Udayana University, Bali, Indonesia
Anak Agung Diah Parami Dewi Civil Engineering Department, Faculty of Engineering, Udayana University, Bali, Indonesia

DOI:

https://doi.org/10.47616/jamrems.v6i1.629

Parole chiave:

Contract Change Order, Project Performance, Client Satisfaction

Abstract

Poorly managed Contract Change Order (CCO) have the potential to reduce project performance, which in turn can impact client satisfaction. This study aims to analyze the dominant factors causing CCOs in construction projects, as well as to analyze the relationships between CCO, project performance, and client satisfaction in private projects in Badung Regency. The research was conducted by distributing questionnaires to 30 respondents owning private building construction projects that experienced CCOs in Badung Regency during the 2022–2024 fiscal years. The data obtained from the questionnaires were analyzed using the Relative Importance Index (RII) method to determine the dominant factors, and the Structural Equation Modeling method based on Partial Least Squares SEM-PLS methods to assess the relationships between variables. The dominant factors causing CCOs in includes the changes in the scope or volume of work by the client, changes in design or material specifications by the client, changes in project implementation duration by the client, lack of details and specifications in design drawings by the consultant, and disruptions to the project caused by unfavorable natural conditions. Based on SEM-PLS analysis, it was found that CCOs have a negative and significant relationship with both project performance and client satisfaction. This means that the higher the CCO value, the lower the project performance and client satisfaction. Project performance has a positive and significant relationship with client satisfaction and acts as a partial mediator with VAF value of 45%. This indicates that higher project performance leads to increased client satisfaction.

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