Descripción: Principio de operación de temporizadores.
DELAYDeskripsi lengkap
Schedule Delay AnalysisFull description
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APPAREL INTERNSHIP DOCUMENT ON DELAY ANALYSIS REPORT AND SMEDDescription complète
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Astrology And Vasatu Consultant.
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Delay Analysis By Bruce Stephan I. Introduction
A. Most construction disputes involve delay B. Each critical delay event should be analyzed C. Proving cause and effect is essential D. A convincing presentation is required
II. Delay Claims
A. Generally involves “gray” area B. Usually involves elements difficult to prove 1. Suspended/Disruption of activities 2. Out-of-sequence performance of work 3. Acceleration — directed or constructive 4. Productivity losses 5. Compensable extended duration of project C. CONTRACT DELAYS
CONTRACTOR
OWNER DELAYS
DELAYS Lack of proper resources
THIRD PARTY DELAYS (GR 8.10)
Differing Site
Acts of God
Conditions Lack of proper planning
Design Changes
Weather
Underestimation of
Suspension
Labor Strikes
Other Prime
Utilities
duration Material delivery delays
Contractor delays Subcontractor delays
Late site access
Acts of the Government
Failure to follow schedule
Later permits
Acts of the State Acts of others beyond parties’ control
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Delay Analysis By Bruce Stephan
1. ** Note that the Owner may be due a credit for overhead or other timerelated costs when an event occurs which shortens the Contract Time.
Type Of Delay
INEXCUSABLE
Cause Of Delay
Time
Kor
Owner
Extension Delay
Delay
Costs
Costs
No
Yes
Due solely to contractor
No
Outside control of Contractor
See below
Concurrent delays, 3d Party
Yes
No
No
Yes
Yes
No
DELAYS EXCUSABLE DELAYS Non-compensable
& Force Majeure Compensable
Due solely to Owner
III. Schedule Analysis Methods
A. Total Time approach B. But-For approach (Collapsed As-Built) C. Impacted As-Planned D. Should-Have-Been approach (Acceleration) E. Window Analysis
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Delay Analysis By Bruce Stephan
IV. Requests For Time
ORIGINAL SCHEDULE
Contract Finish
“WINDOWS ANALYSIS” Requested Time Extension
Impacting events
schedule in effect at time of delay
“TOTAL TIME” APPROACH
Actual Finish
as-built schedule
V. Windows Method - Recognized Standard For Delay Analysis
A. The impact of each change, or delay, on the previously charted sequences must be fitted into the network. . . . Activities that were not critical prior to the new event may be rendered critical; and conversely, formerly critical activities may develop float. Whether the change or delay affects the critical path must be determined on the basis of conditions existing immediately prior to its occurrence. Norair Engineering Corp., ENG BCA Nos. 3804, et al., 90-1 BCA P 22,327 at p. 112,205 VI. Delay Analysis “Windows” Methodology
A. Research Delay 1. Read Contractor’s Claim 2. Compare Baseline to As-Built Schedule 3. Talk to Field Personnel, Designer, Owner, Contractor 4. Analyze schedule reports to determine timing of delay 5. Review field reports, correspondence, meeting minutes 6. Using the information gained:
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Delay Analysis By Bruce Stephan
7. Determine start and end dates of delay or extra work 8. Determine affected activities 9. Create a chart summarizing your findings 10. Baseline/As Built
B. Determine start date for delay & select schedule 1. Determining proper schedule to use for analysis a) Use schedule in effect at start of delay b) Determining delay “Start” is subject to negotiation c) “Consumed” float automatically accounted for d) Time Extension measured from “current” delay (1) Presumes any delay to that was caused by other party e) May have to create schedule if not updated 2. Methodology for Creating Schedule Updates (if needed)
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Delay Analysis By Bruce Stephan Create Updates by copying revised baseline and moving
Revised
data date to desired period
Baseline Revise logic Remove Constraints
Baseline
Unimpacted
Unimpacted
Unimpacted
Update 1
Update 2
Update 3
Copy Unimpacted Schedule and add delay
As Built
Impacted Automatically transfer
•Move data date •Input Actual Starts
Update 3
actual starts & finishes for select periods
& Finishes (based on daily reports)
C. Verify schedule update and modify as needed 1. Schedule updates may need to be revised if: a) Does not reflect how work was planned b) Baseline logic improperly revised c) Constraints affect schedule calculation d) Actual starts and finishes are incorrect e) Prior impacts analyzed in earlier period (1) Adjust Milestones to reflect prior time adjustments (2) Include subnets for all delays previously analyzed 2. How to determine if revision needed a) Compare baseline and latest schedule update b) Check impacted result against as-built c) Talk to field personnel familiar with work 3. Sample Schedule Needing Revision
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activity
Delay Analysis By Bruce Stephan The longest path goes through kitchen work. This path was driven by a constrained start and a 10-day lag The schedule did not contain a contractually-required logic tie showing the B Wing work done by the end of summer recess. However, if the tie were made the schedule would have incorrectly shown a very late finish In the original schedule, all the B-Wing activities were lumped together. However, only the work east of the corridor had to be done by the end of Summer Recess
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Delay Analysis By Bruce Stephan
The longest path goes through kitchen work. This path was driven by a constrained start and a 10day lag
4. Thorough Document Revisions
A report of all changes is included as Attachment A
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Delay Analysis By Bruce Stephan
D. Add delay activities to show impact to schedule E. Determine successor and tie in to new activity
Steel Supplier submitted its steel shop drawings on 4/17, and expected approval 4/24. Design changes and a lack of dimensions delayed approval until 6/25. This caused a 41-day slippage to Project Completion (11/16/0112/27/01)
F. Calculate and measure impact to project completion LEGEND: Yellow bars = Un-impacted schedule Pink bars =Impacted schedule Black bars = As-built schedule
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Delay Analysis By Bruce Stephan
G. Concurrent Delay Analysis 1. Repeat the analysis for other sides delays a) Limit to critical delays 2. Hard to determine if one delay “tracking” to other 3. Does not have to be during same time period H. Verify dates against as-built & analyze mitigation
Calculated time is later than actual Completion date
I.
Consider other options 1. No cost logic changes (preferential logic) 2. Low cost mitigation (2nd crew, equipment, etc.) 3. Acceleration (overtime, etc.) 4. Re-define Interim Milestone (defer scope) 5. Transfer scope to follow-on Contractor Obviously, these are only useful if work is ongoing
VII.
Dispute Resolution
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Delay Analysis By Bruce Stephan CHANGE ORDER/CLAIM ENTITLEMENT GRADIENT
CLEAR
DEBATABLE ENTITLEMENT
ENTITLEMENT
NO ENTITLEMENT
A. Negotiation Strategies 1. Inform client/management of 3 possible dollar amounts a) Starting Position (white only) b) Realistic settlement offer (middle of grey) c) Final offer (all gray and white- no black) 2. Get Independent evaluation of position 3. Be prepared to give something away VIII. Summary
A. Run comparisons and challenge client B. Use Windows Analysis C. Schedule Update just prior to delay D. Show Causation E. Consider Concurrency F. Compare results to As-Built G. Consider Alternatives to extending time
