Research Ethics of Natural Medicinal Plants in The Perspective of CIOMS-WHO 2016
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This study identified 15 factors representing project management, planning, coordination, labor, materials, equipment, weather, design changes, and regulatory or permitting issues as criteria for analyzing the severity of delays across three building construction projects in West Nusa Tenggara Province. The criteria were established through a literature review and adjusted to actual project conditions, ensuring that the analytical model was grounded in the empirical context rather than being purely theoretical. The AHP results identified four highest-priority factors: C2, weak project control by the contractor (0.168); C14, design changes initiated by the owner or consultant (0.122); C1, inadequate schedule planning (0.106); and C7, delays in material delivery (0.090). Together, these four factors accounted for approximately 48.6% of the total weight. The Consistency Index (CI) of 0.0205 and Consistency Ratio (CR) of 0.0130 indicated that the pairwise comparison matrix met the consistency requirement, allowing the resulting weights to be used in the subsequent SAW analysis.The SAW method generated preference values of 0.969 for Mandalika Hospital, 0.913 for the Islamic Center, and 0.802 for Mataram University Hospital. Under the benefit-criterion approach applied in this study, a higher preference value represented a higher relative level of delay. Accordingly, Mandalika Hospital ranked first, followed by the Islamic Center and Mataram University Hospital. These results reflected the aggregated contribution of all 15 criteria rather than the influence of a single factor. The integration of AHP and SAW was evident in the use of AHP-derived criterion weights within the SAW preference calculations, while the extent to which each project was affected by the weighted criteria determined its final preference score. Mandalika Hospital received substantial contributions from several high-priority factors simultaneously, which was consistent with field evidence of progress deviations, schedule extensions, labor shortages, weak project control, insufficient field management, and coordination problems. Consequently, the SAW ranking provided quantitative support for the conclusion that Mandalika Hospital experienced the highest cumulative relative delay among the three case-study projects.
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