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Abstrak :
Umumnya pada proyek konstruksi industri migas di Indonesia dijalankan dengan model skema kontrak EPCI (Engineering, Procurement, Construction and Installation). Proyek konstruksi fasilitas migas lepas pantai merupakan proyek konstruksi yang kompleks sehingga fenomena perubahan tidak dapat dihindari. Perubahan dalam proyek diformalkan dalam change order. Change order pada proyek dapat memberikan dampak negatif berupa penambahan biaya yang membebani pemilik proyek. Penelitian ini membahas mengenai faktor penyebab terjadinya change order pada proyek EPCI pembangunan dan modifikasi fasilitas migas lepas pantai dari sudut pandang client. Survey kuisioner dilakukan kepada 44 responden yang merupakan tim manajemen proyek client yang berpengalaman dalam mengerjakan proyek konstruksi migas lepas pantai. Pada penelitian ini didapatkan bahwa faktor utama penyebab change order adalah: client meminta perubahan desain untuk mengakomodasi future development, client meminta perubahan desain untuk mengakomodasi perubahan karakteristik sumur, kesalahan dan ketidaksesuaian dokumen desain (FEED) milik client, pekerjaan tambah karena tidak tercantum pada FEED/kontrak dan client meminta perubahan spesifikasi. ......Commonly the oil and gas industry construction projects in Indonesia are run with the EPCI contract scheme (Engineering, Procurement, Construction and Installation). Offshore oil and gas facilities construction projects are complex construction projects so that the phenomenon of change cannot be avoided. Changes in the project were formalized in change order. Change orders on projects can have a negative impact in the form of cost overruns that burden the project owner. This study discusses the causes of change order in the EPCI project for the development and modification of offshore oil and gas facilities from the client`s perspective. A questionnaire survey was conducted on 44 respondents who are client project management teams who are experienced in working on offshore oil and gas construction projects. In this study it was found that the main factors causing change order are: Client requests a design change to accommodate future development, the Client requests a design change to accommodate changes in the characteristics of the well, client`s design document errors (FEED), added work because it is not listed in the FEED / the contract and client request a specification change.

Abstrak :
Merebaknya pandemi COVID-19 di akhir tahun 2019 telah melumpuhkan semua sektor baik sosial, budaya dan perekonomian. Tidak terlepas dari dampak tersebut, industri migas Indonesia juga merasakan dampak dari COVID-19 khususnya pada sektor hulu. Penelitian ini akan membahas implikasi COVID-19 pada salah satu proyek pengembangan di sektor hulu migas dengan mengidentifikasi dampak- dampak secara spesifik di masing-masing fase proyek dan keterkaitannya terhadap time & cost overrun. Melalui research question yang disusun, didapat dampak secara spesifik pada masing masing fase proyek (Engineering, Procurement, Construction & Installation) antara lain overrun pada labor cost, biaya cancellation akibat early termination pada chartered vessel, biaya extension untuk penyimpanan material dan biaya remobilisasi kembali untuk marine spread pada offshore campaign berikutnya. Berdasarkan penelitian didapat dampak terhadap proyek 8- 14 bulan keterlambatan dari sisi schedule dan 25%-27.5% dampak overrun terhadap cost. ......The outbreak of the COVID-19 pandemic at the end of 2019 has impacted all social, cultural and economic sectors. As part of the outbreak, oil and gas industry in Indonesia is also experience the impact of COVID-19, especially in the upstream sector. The study will discuss the implications of COVID-19 as case study the development project in the upstream oil and gas sector by identifying specific impacts in each project phase and their relationship to time & cost overrun. Through the research questions, specific impacts of each phase of the project (Engineering, Procurement, Construction & Installation) are obtained, including overrun in labor costs, cancellation costs due to early termination of the chartered vessel, extension costs for material storage and costs. remobilization for marine spread in the next offshore campaign. Based on the research, there is 8-14 months impact on the project schedule and 25%-27.5% overrun on cost impact.