Training Module 02

Presentation : Construction Schedule Delays & Delay Impact

Topic Analysis Techniques
Presenter : Mujahid Ishtiaq PMP®,PSP®,PMI-SP®
PLANNING DEPARTMENT --Date--
AL MUHAIDIB CONTRACTING CO.

Training : Construction Schedule Delays and Delay Impact

Al Muhaidib Contracting Co. 1
Analysis Techniques.
CONTENTS
• Construction Schedule Delays.

• Causes of delays.

• Types of Construction Delays.

• Schedules to be used in Delay Analysis.

• Schedule Delay Analysis Techniques with case studies.

• Main Principals for analysing schedule delays

• Selection of Delay Analysis Methodology.

• Components of a good EOT Claim.

• References.

Al Muhaidib Contracting Co. Training : Construction Schedule Delays and Delay Impact Analysis Techniques. 2
CONSTRUCTION SCHEDULE DELAYS
“An Event or a condition that that results in finishing the project later than stipulated
in the contract.” Mubarak (2005)

“The time during which some part of the construction project has been extended or
not executed owing to an unexpected event.” Callahn (1992)

“T o make something happen later than expected or to not act timely.” Trauner (2009)

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CAUSES OF DELAYS
Following are 10 most significant causes of delays in UAE construction industry (Source: Faridi and Al Sayegh. 2006)

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CAUSES OF DELAYS
Summary of previous studies on causes of delays (Source: Lo at el . 2006)

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CAUSES OF DELAYS
Summary of previous studies on causes of delays (Source: Lo at el . 2006) (Continued)

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TYPES OF CONSTRUCTION DELAYS

Critical or Non-Critical
Excusable or Non-Excusable
Compensable or Non-Compensable
Concurrent or Non-Concurrent

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Critical or Non-Critical Delays

Critical Delays
Affecting project finish date.

Non-Critical Delays
Not affecting project finish date.

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Excusable and Non-Excusable Delays

Excusable Delay
Caused by unforeseeable even beyond contractor’s control.

Non-Excusable Delay
Caused or not caused by the contractor but should have been foreseen by the
contractor.

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Excusable Vs. Non-Excusable

Excusable Delays Non-Excusable Delays

Generally caused by:

• General labour strikes.
Generally caused by:
• Fires. • Late performance of subcontractors.
• Floods. • Untimely performance by suppliers.
• Acts of God. • Faulty workmanship by the contractor or subcontractors.
• Owner-directed changes. • A project-specific labour strike caused by the contractor's unwillingness
• Errors and omissions in the plans and specifications. to meet with labour representatives or by unfair labour practices.
• Differing site conditions or concealed conditions. • Contractor cash-flow problems.
• Unusually severe weather. • Accidents on the site caused by the contractor's negligence or lack of
• Intervention by outside agencies. preparations.

• Lack of action by government bodies, such as building inspection. • Late delivery of the contractor's furnished materials and equipment.
• Illness or death of one or more contractors.
• Epidemics
• Quarantine restrictions.

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Excusability Vs. Compensability

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Excusability Vs. Compensability

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Concurrent and Non-Concurrent Delays

Concurrent Delays
Combination of two or more independent delay events occurring within the same
time frame.

Non-Concurrent Delay
Delays events that occur independently & separately without overlapping.

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SCHEDULES TO BE USED IN DELAYS
 As-Planned Schedule

The As-Planned schedule is a graphical representation of the contractor’s original intention for the
completion of the project. It shows different critical paths as well as planned activities and their
sequence.

 As-Built Schedule

The As-Built schedule shows the actual sequence and progress of activities in the project as they
occurred in real life, including the slowdowns, work stoppages and accelerations.

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SCHEDULE DELAY ANALYSIS TECHNIQUES

Impacted
• PROSPECTIVE 1
• RETROSPECTIVE As-Planned

Time Impact Analysis 2

Delay Analysis Windows

3
Techniques Analysis

As-Planned
Vs 4
As Built

Collapsed
5
As-Build

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1- Impacted As Planned

As-Planned Schedule

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1- Impacted As Planned
Delay Event-1

As Planned Completion

Delay = 3 Days

Current Completion

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1- Impacted As Planned
Delay Event-2

Previous Completion

No Delay. Same as Previous Schedule

Current Completion

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1- Impacted As Planned
Delay Event-3

Previous Completion

Delay = 1 Day

Current Completion

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1- Impacted As Planned
Delay Event-4

Previous Completion

No Delay. Same as Previous Schedule

Current Completion

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1- Impacted As Planned
Delay Event-5

Previous Completion

Delay = 1 Day

Current Completion

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1- Impacted As Planned
Delay Event-6

Previous Completion

Delay = 4 Days

Current Completion

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1- Impacted As Planned
Delay Event-7

Previous Completion

Delay = 3 Days

Current Completion

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1- Impacted As Planned
Delay Event-8

Previous Completion

Delay = 1 Day

Current Completion

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1- Impacted As Planned

Impacted As Planned-Results
Chronology of Activity ID Delay
delays Type Duration Impact (Days)
1 D1 NN 3 3
2 D2 EC 7 0
3 D3 NN 1 1
4 D4 EC 1 0
5 D5 EC 8 1
6 D6 EC 5 4
7 D7 NN 3 3
8 D8 EC 8 1
TOTAL -- -- 36 13

Al Muhaidib Contracting Co. Training : Construction Schedule Delays and Delay Impact Analysis Techniques. 25
1- Impacted As Planned

Strengths
1. Simple to conduct
2. Clear view of cause and effect
3. Useful where no as-built data exists
4. Clearly communicated
5. Good for repetitive or sequential projects

Weaknesses
1. Theoretical results
2. No account of mitigation or acceleration
3. Relies (and maintains) the as-planned programme throughout
4. Noted as being ‘fundamentally flawed’

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 2- Time Impact Analysis (TIA)

Prospective Retrospective
(Before Delay) (After Delay)

Recommended Practice for TIA says:

1. TIA should be made as simple as possible to understand easily.

2. It should be performed on updated schedule.
3. TIA must be used in “prospective” perspective and not in “retrospective” because it is
performed when work is going on.
4. Schedule on which TIA is to be performed should be last update prior to the
occurrence/beginning of delay event and approved/accepted by the owner.
5. Longer the period between delay even and TIA approval, less useful the TIA becomes.
6. TIA assumes that the CPM schedule, in-effect at the time of the delay, is ‘frozen’ and will not
change (other than the change brought about by the delay).
7. TIA is best used for short duration delays.

Flow Chart: TIA Preparation

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2- Time Impact Analysis (TIA)

As-Planned Schedule
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2- Time Impact Analysis (TIA)
1. First Update (As-Built fed in)

2. Delay is predicted in supply of bricks for 4 Days

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2- Time Impact Analysis (TIA)
3. Prepare a Delay fragnet for depicted delay

4. Insert fragnet into schedule by applying appropriate logic

Schedule

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2- Time Impact Analysis (TIA)
5. Evaluate effect of delay event#1 on project finish date

Delay: 1D

6. Change order is issued for Roof Structure design and is estimated to take 5 extra days
to finish roof structure

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2- Time Impact Analysis (TIA)
7. Prepare Delay Fragnet for Change Order

8. Insert Delay Fragnet into schedule by applying appropriate logic.

Schedule

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2- Time Impact Analysis (TIA)
9. Evaluate effect of delay event#1 on project finish date

Delay: 6 Days

Delay Caused by Event-1 = 1 Day

Delay Caused by Event-2 (CO) = 5 Days
Total Impact On schedule = 6 Days
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2- Time Impact Analysis (TIA)
Strengths

1. Factual
2. Identifies contemporary situation at the time of the delaying event
3. Prospective and retrospective
4. Very strong when combined with an as-built critical path
5. Demonstrates concurrency, mitigation, acceleration and re-sequencing

Weaknesses

1. Can be difficult and laborious to conduct (and therefore expensive)

2. If the as-planned programme is weak, so will the resultant analysis
3. Every revision of the as-planned programme must be justified
4. Accuracy of contemporaneous records

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3- Windows analysis
Start Window (As Planned Schedule)

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3- Windows analysis
Window-1 (Day 10)

Delay: 1 Days

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3- Windows analysis
Window-2 (Day 21)

Delay: 1 Days

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3- Windows analysis
Window-3 (Day 32)

Delay: 2 Days

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3- Windows analysis

Window Update Day No. Completion EC Delay NN Delay

Number Date
0 (Start) 0 16-Jul-15 0 0
1 10 17-Jul-15 0 1
2 21 18-Jul-15 0 1
3 32 20-Jul-15 2 0
TOTAL -- -- 2 2

Contractor is responsible for 2 Days Delay

Owner is also Responsible for 2 Days Delay
Over all delay in project completion = 4 Days

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3- Windows Analysis
Strengths

1. Factual
2. Easy to understand
3. More division in windows, increases accuracy.
4. Consider dynamic nature of CP.
5. Accepted by researchers, experts, courts and boards.

Weaknesses

1. Can be difficult and laborious to conduct (and therefore expensive)

2. Difference in windows can produce different results.
3. Difficult to have periodic updates resulting in laborious analysis of project records.

Al Muhaidib Contracting Co. Training : Construction Schedule Delays and Delay Impact Analysis Techniques. 40
4- As Planned Vs. As Built
Chronology Activity ID D9Delay
of delays Type Duration
As-Planned
1 D1 NN 3
2 D2 NN 1
3 D3 EC 7
4 D4 EC 1
5 D5 EC 4
6 D6 EC 2
7 D7 NN 5
8 D8 EC 4
9 D9 NN 3
10 D10 EC 3

As-Built
Sum of Contractor Caused Delay= ∑ NNi = 3+1+5+3 = 12 D
Sum of Owner Caused Delay = ∑ ECi = 7+1+4+2+4+3 = 21 D

Net Delay on Owner= 21-12 = 09 D

Net Impact on schedule = 11 D
Net Delay on Contractor = 11-9 = 02 D

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4- As-Planned Vs As-Built
Strengths

1. Factual
2. Simple and cost effective
3. Clear and simple (generally)

Weaknesses

1. Accuracy of the as-built data

2. Alignment of the as-planned versus as-built data
3. Start, finish and non-working periods of as-built data
4. Fails to consider concurrency, mitigation, re-sequencing or acceleration
5. Fails to show causation

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5- Collapsed As-Built

Owner’s Delay Subtracted Chronolog Activity ID Contractor’s Delays

y of delays
Type Duration

1 D1 NN 3

2 D2 NN 1

7 D7 NN 5

9 D9 NN 3

As-Built Schedule with Contractor’s Delays Subtracted

As-Planned Finish Date: 16-Jul-15

As-Built Finish Date: 21-Jul-15
Delay Caused by Contractor: 5 Days
Original As-Built Schedule
Original As Built Delay: 11 Days
Al Muhaidib Contracting Co.
Owner’s Delay : 11- 5 = 6 Days Training : Construction Schedule Delays and Delay Impact Analysis Techniques. 43
5- Collapsed As-Built

Chronology of Activity ID Delay

Contractor’D Delay Subtracted delays
Type Duration
3 D3 EC 7
4 D4 EC 1
5 D5 EC 4
6 D6 EC 2
8 D8 EC 4
10 D10 EC 3

As-Built Schedule with Contractor’s Delays Subtracted

As-Planned Finish Date: 16-Jul-15

As-Built Finish Date: 21-Jul-15
Delay Caused by Owner= 6 Days
Original As-Built Schedule
Original As Built Delay: 11 Days
Al Muhaidib Contracting Co. 44
Contractor’s Delay=11- 6 = 5 DaysTraining : Construction Schedule Delays and Delay Impact Analysis Techniques.
5- Collapsed As-built
Strengths

1. Useful where no as-planned programme exists

2. Useful to demonstrate project completion ‘but for’ the other parties delays
3. Based upon as-built data
4. Some measure of cause and effect
5. Doesn’t need contemporary progress updates
Weaknesses

1. Not easy to complete (movement of the as-built activity network)

2. Accuracy of the as-built data
3. Difficult when concurrency exists
4. Difficult when multiple work patterns exist
5. Does not evidence contemporary situation at the time of each delay

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MAIN PRINCIPALS FOR ANALYSING SCHEDULE DELAYS
1. As-Planned Schedule (Baseline) should be available and approved by owner

2. Actual, Solid and clear site data should be recorded.

3. As-Built Schedule (Updated Schedule) should be prepared to analyze changes on the project.

4. While analyzing delays, chronological order should be adopted from the beginning of the project.

5. Each delay should be identified and schedule should be updated accordingly.

6. Delay events should be made as simple as possible to make it easy to understand.

7. While inserting delays, original logic should not be removed and should be kept intact, even if it has become redundant.

8. Select appropriate Delay Analysis Technique.

9. Analyze each type of delay & prepare a comprehensive Report.

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MAIN PRINCIPALS FOR ANAYSING SCHEDULE DELAYS
10. Activities representing delay should have special ID and Clear Description of delay.

11. It is acceptable to add a delay as a successor to an activity when in fact, that delay occurred during the activity and

delayed its completion.

12. It is also acceptable to split the existing delayed activity into two activities, with one representing the portion of the

planned work to be performed before the delay, and the other portion of the planned work after the delay, as long as the

combined durations of the split activities equals the original duration of that activity.

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SELECTION OF DELAY ANALYSIS METHODOLOGY
• Terms of Contract
• Availability of as-built data such as Daily Reports, MOM’s, Inspection Reports, Payment Details etc.
• Type of Work
• Nature of delay
• Status of Project/Time of Analysis

IAP TIA , WA CAB , AP VS AB

Prospective (Forward Looking) Retrospective (Backward Looking)

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 Mapping of DAT’s
Extensive
Data & Effort

TIA
WA
CAB

Unreliable Reliable

IAP

AP Vs AB LEGENDS
TIA : Time Impact Analysis
IAP: Impacted as planned
AP Vs. AB: As-Built Vs. As-Planned
Non-Extensive CAB: Collapsed As-Built
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Data & Effort WA: Windows Analysis
COMPONENTS OF A GOOD EOT CLAIM

1. Description of Project.
2. The details of the parties.
3. The details of the contract particulars.
4. Brief detail of Delay Event on which EOT is based.
5. Definitions used in contract and in EOT document.
6. Establishing EOT entitlement (Contract Review).
7. As-Planned Schedule.
8. As-Built Schedule.
9. Complete & Detailed Delay Analysis.
10.Overall effect on completion date.
11.Evidences of delays.
12.Clear Statement of Extension of Time requested.

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 References
• AACE International’s Recommended Practice for TIA.

• “Prospective & Retrospective Time Impact Analysis” by Building Briefings Magazine. (Research Paper)

• “Construction Delay Analysis Techniques” by MDPI OPEN ACCESS Publishing. (Research Paper)

• “Delay Analysis and Problems with Methodologies” by David Barry (Research Paper)

• “Construction Project Scheduling” By Challahn.

• “Causes of delay in building construction projects in Egypt” by Abd El Razek.

• “Schedules and Delay Analysis Methodologies” by Richard J. Long.

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 QUERY SESSION

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 THANK YOU

Training : Construction Schedule Delays and Delay Impact

Al Muhaidib Contracting Co. 53
Analysis Techniques.