Chapter
The Primary Purpose of a Project Schedule
Effectively depicting and communicating the construction plan
Track and measure the work
Types of Project Schedules
Critical path method schedules
2. Float and the Critical Path
The forward and backward passes
The difference is the total float
What Is the Critical Path?
Redefining the Critical Path as the Longest Path
How multiple calendars affect total float on the critical path?
How constraints affect activities and their total float?
3. Reviewing the Project Schedule
Reviewing the Baseline Schedule
Does the baseline schedule comply with the contract?
Does the baseline schedule represent a reasonable plan for completion?
Does the baseline schedule violate good CPM scheduling practices?
Responding to the contractor’s baseline schedule submission
Approval Versus Acceptance
Early Completion Schedules
Reviewing a Schedule Update
Steps to Review a Schedule Update
Confirm that the schedule is calculated using retained logic
Status of contract completion and milestone dates
Confirm that the as-built information is correct
Identifying and measuring the delay or savings experienced during the update period
Evaluate the effect of progress on the completion and milestone dates during an update period
Evaluating the effect of schedule revisions
Properly responding to the contractor’s schedule update submissions
4. Types of Construction Delays
Critical Versus Noncritical Delays
Excusable Versus Nonexcusable Delays
Compensable versus noncompensable delays
Activity Delay Versus Project Delay
No-Damage-For-Delay Clauses
5. Measuring Delays—The Basics
Delay Analysis Principles
Delay analysis principle no. 1—only delays to the project critical path can delay the project
Delay analysis principle no. 2—not every delay to the critical path will delay the project
Delay analysis principle no. 3—the critical path is the longest path
Delay analysis principle no. 4—the critical path can and does shift
Delay analysis principle no. 5—activity delay and project delay are not the same
Evaluating delays prospectively and retrospectively, what is the difference?
The Importance of Perspective
Perspectives—forward looking and backward looking
Use the Contemporaneous Schedule to Measure Delay
Do Not Create Schedules After the Fact to Measure Delays
What to Do When There Is No Schedule?
What Is As-Built Information?
A Conceptual Approach to Analyzing Delays
The Unique Position of Subcontractors
6. Delay Analysis Using Bar Chart Schedules
Defining the Critical Path
Basic Critical Path Method
Identifying the Critical Path on a Bar Chart
Quantifying Delays Using Bar Chart Schedules
Example Delay Analysis of Potential Changes With Bar Charts
7. Delay Analysis Using Critical Path Method Schedules
Using Critical Path Method Schedules to Measure Delays
Use of scheduling software and other software tools to quantify delays
Identifying and quantifying critical delays using the Critical Path Method schedule
Measuring delays based on perspective
Prospective measurement of delays
Prospective time impact analysis
Prospective time impact analysis example
Retrospective measurement of delays
Work progress delays and improvements
Schedule revision delays and improvements
Contemporaneous schedule analysis example
What is a critical path shift?
Why does a critical path shift and what are the causes?
Critical path shifts caused by progress
Critical path shifts caused by schedule revisions
Correcting versus leaving errors
Concurrent delays to separate critical paths
Concurrent delays to the same critical path
An after-the-contract-completion-date concurrent delay argument
Other helpful software tools
As-built diagrams with Microsoft Excel
Schedule analysis with CASE software
8. Delay Analysis Using No Schedules
Use of Contemporaneous Documents for Sequence and Timing
Using an As-Built Analysis to Quantify Delays
9. Other Retrospective Delay Analysis Techniques—Their Strengths and Weaknesses
Schedule-Based Delay Analysis Techniques
As-Planned Versus As-Built Analysis
Strengths and weaknesses of the As-Planned versus As-Built Analysis
Impacted As-Planned Analyses
Single issue or delay—Impacted As-Planned Analysis
Multiple issue or delay—Impacted As-Planned Analysis
Strengths and weaknesses of the Impacted As-Planned Analysis
Collapsed As-Built Analyses
Unit subtractive as-built
Gross subtractive as-built
Strengths and weaknesses of the collapsed or subtractive As-Built Analysis
Retrospective Time Impact Analysis
Retrospective Time Impact Analysis Example 1
Retrospective Time Impact Analysis Example 2
Retrospective Time Impact Analysis Example 3
Strengths and weaknesses of the Retrospective Time Impact Analysis
But-For Schedules, Analyses, and Arguments
Strengths and weaknesses of the but-for analysis
Nonschedule-Based Analyses
Analyses based on dollars
10. The Owner’s Damages Due to Delay
Estimating liquidated damages
When do liquidated damages begin and end?
Application to project milestones
Bonus or incentive clauses
11. The Contractor’s Damages Due to Delay
Extended field labor costs
Extended field office costs
Extended daily field cost rate
General Guidelines for the Presentation and Recovery of Delay Costs
Overview of the cost presentation
Basic guidelines for presenting delay costs
Examples of Delay Cost Calculations
What Is Home Office Overhead?
Effects of Delays on Home Office Costs
Problems with the Eichleay Formula
When to apply the Eichleay Formula
Calculation Using Actual Records
13. Other Categories of Delay Costs
Damages Associated With Noncritical Delays
Consulting and Legal Costs
Lost Profits/Opportunity Costs
14. Inefficiency Caused by Delay
Ways That Delay Can Lead to Inefficiencies
Shifts in the construction season
Availability of resources
Manpower levels and distribution
Preferred/optimum crew size
Compare the productivities of unimpacted with impacted work
Quantifying the Costs of Inefficiency
Contract provisions related to inefficiency
Why Is a Project Accelerated?
Constructive Acceleration
How Is a Project Accelerated?
Critical Path Shifts Due to Acceleration
Quantifying the Time Savings Associated With Acceleration
Quantifying the Costs of Acceleration
16. Determining Responsibility for Delay
Evaluating Responsibility
17. Delay—Risk Management
Liquidated damages clauses
Construction Manager’s Considerations
Construction manager and the project timetable
Construction manager responsibility to contractors and subcontractors
Construction manager responsibility for managing changes
Construction manager responsibility for delay analysis
Construction manager responsibility for quality, safety, and environment
General Contractor’s Considerations
Assess the time allowed in the contract
Assess exculpatory language
Critical path method schedules
Subcontractor’s and Supplier’s Considerations
Subcontractor considerations
Design Consultant’s Considerations
Designer as owner’s representative
Real-Time Claims Management
18. Delays and the Contract
Project Schedule Provisions
Time Extension Provisions
Defining excusable delays
Identifying when the contractor is due a time extension
Establishing the existence of and quantifying delay
Construction Delays
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