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DELAY ANALYSIS
DELAYS AND DELAYING EVENTS
Change happens
Events occur that require a Contractors planned intent for
executing the works to be changed.
Delays:
Delay to progress.
Delay to completion.
CAUSATION
Planned programme:
Accepted programme update
TIME EFFECT OF AN EVENT - 1
Condition 1:
The event causes no delay to progress and no delay to
completion.
Planned Completion
TIME EFFECT OF AN EVENT - 2
Condition 2:
The event causes a delay to progress but no delay to completion.
Planned Completion
TIME EFFECT OF AN EVENT - 3
Condition 3:
The event causes a delay to progress and a delay to completion.
Planned Completion 1
Planned Completion 2
INTRODUCTION TO DELAY ANALYSIS
Programme
Events
Progress Records/As-built
Contract requirements
Seek agreement
What does the contract say?
Likely or Actual delay to completion
Method Specified
What is to be proved?
EOT or compensation or both
What materials are available?
Availability and Integrity of an As-Planned
Programme , progress and/or As-Built Data;
Limitations on budget and time?
Complexity of Works in question
Proportionality
Small disputes do not justify expensive and time
consuming analyses
CONTRACT TERMS
To what?
In relation to what?
WHAT IS TO BE PROVED
Prospective:
During currency of project
Per SCL Protocol
Contract requirement (e.g. NEC)
Avoid disputes
Retrospective:
During currency of project (after the event)
Claim preparation
Dispute resolution (expert analysis)
PROSPECTIVE V RETROSPECTIVE (HOW?)
Prospective:
Retrospective:
METHOD:
Prepare an As-Built schedule with same activities as the As-
Planned schedule.
Identify the sequence of activities on the As-Built schedule
which control the overall project duration the Controlling Path.
Identify critical delay by comparing the duration, sequence and
timing of the controlling activities of the As-Planned and As-Built
schedules.
Research evidence to identify causes of the identified critical
delays.
AS-PLANNED V AS-BUILT
METHOD:
1.Identify the planned programme/ baseline
2.Establish excusable event based on planned intent
3.Model the event in planning software;
4.Add the event to the programme & recalculate the
completion date
5.Compare revised end date to original end date.
6.Claim relief for the shift in timing on the programme
7.Repeat for next event
AS-PLANNED IMPACTED
Contractual
Completion
Critical Date
structure
inspections
AS-PLANNED IMPACTED
Contractual
Unforeseen ground Completion
Critical Date
structure
inspections
AS-PLANNED IMPACTED
foundations
Contractual
Unforeseen ground Completion
Date
structure
inspections
Causes secondary Causes tertiary effect an
effect a delay to impact on the planned
progress completion date
IMPACTED AS-PLANNED
Advantages
Fairly quick and easy to carry out
Easily understood
It can be used where as-built information is limited/ does not exist
Can be suitable method of proof if:
Project is of simple character
The planned programme was realistic and achievable
The critical path remains largely unchanged except for the effect of
events
Limitations
Ignores the as built history of the works
Cannot deal with concurrency
Ignores the effect of any change in sequence or acceleration
Takes no account of:
Progress
Resources
Changing logic
AS-BUILT BUT FOR
METHOD:
Remove delays from as-built schedule to ascertain when the
project would have been completed but for these delays.
Gross method remove all at once;
Stepped method remove delays in reverse chronological order.
Also known as Collapsed As-Built.
Performed after the works are completed using as built programme
as baseline
Evaluates effect of Events on the basis of the sequence of work
that was actually followed
Analyses the earliest completion date but-for identified delaying
events
AS-BUILT BUT-FOR
Step 2:
foundations
structure
roof & cladding
inspections
AS-BUILT BUT-FOR
3. Convert to critical
path program
foundations
Actual
Completion
Date
Unforeseen ground
structure
inspections
AS-BUILT BUT-FOR
inspections
AS-BUILT BUT FOR
Strengths
Factually based on actual built times - Easily understood
Can be used where there is no effective planned programme
Demonstrates cause and effect of actual timing of event, in sequence in which
work was actually built
Can be used to demonstrate both
Excusable delay
Compensable delay ie loss and expense was suffered
Takes account of concurrency
Limitations
Complicated
Requires accurate and complete as-built data
Requires logic reconstruction - Inferred logic may be challenged
Subjective?
Takes no account of the planned intent
Does not identify the effect of events on the contractors intention at the time
Cannot deal with re-sequencing or acceleration measures
TIME IMPACT ANALYSIS
METHOD:
Research details of claimed event causing delay;
Model the event in planning software;
Link event into updated schedule;
Recalculate the critical path & Completion date.
Compare revised end date to updated dated schedule end date;
Repeat for all events in chronological order.
TIME IMPACT ANALYSIS
Preparation:
Identify events & create Fragnet for each event.
List Events chronologically
Identify planned programme current at time of
Event current programme
Check programme reasonable & fit for use as a base-
line
Re-create or review as-built programme.
Assess progress information.
TIME IMPACT ANALYSIS
As-planned programme
Contractual
foundations Completion
Critical Date
structure
inspections
TIME IMPACT ANALYSIS
structure
Contractual
foundations Completion
Critical Date
Unforeseen
ground
structure
Limitations:
Requires high quality information
Can be time consuming and expensive
Produces a high volume of output
Complicated (and therefore slow)
Prospective results can be inaccurate
Difficult to communicate (Skanska v Egger [2004])
SMOKE AND MIRRORS
Toby Hunt
tobyhunt@hillintl.com
www.hillintl.com