Keywords
Investment Realization
Project Control
Project Readiness
Remote Projects
How to Cite
Plaudit
Abstract
Converting an approved capital allocation into usable electricity assets is particularly difficult in remote project environments. This research evaluates whether financial planning, procurement, employee competence, project control, and contractor performance explain investment budget realization at PT PLN (Persero) Maluku and Papua Development Main Unit. A cross-sectional questionnaire produced 132 valid observations from a population of 159 employees with project-management experience. Multiple linear regression was used to estimate individual and joint relationships. Project control was positive, significant, and the largest predictor in the equation (B = 0.957; p < 0.001). Financial planning was significant but negative after the other variables were held constant (B = -0.580; p = 0.001), while procurement, employee competence, and contractor performance were not significant individually. The full model was significant (F = 74.773; p < 0.001) and accounted for 74.8% of the outcome variance. Because planning retained a positive zero-order association and displayed high collinearity with adjacent constructs, its negative partial sign is interpreted as suppression or unstable variance partitioning rather than evidence that sound planning reduces realization. The results support readiness-based allocation, integrated physical-financial control, procurement tied to the critical path, and contractor monitoring based on early-warning indicators.
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