‫الزمنية‬ ‫والبرامج‬ ‫التخطيط‬ ‫إدارة‬
Project Schedule Management

2
Mohamed Maged
Project Management Consultant
LLM, MBA, PMP, CCP, P3O
• Master in Construction Law – Salford University, Manchester, UK
• Master of Business Administration – UoPeople, US
• B.Sc. Civil Engineering – Ain Shams University, Egypt
• Consultant – Saudi Council of Engineers, Saudi Arabia
• CCP, Certified Cost Professional credential – AACE International, US
• PMP, Project Management Professional credential – PMI, US
• P3O, Portfolio, Programme and Projects Offices credential – AXELOS, UK
• FIDIC Contracts Consultant, AIA (Brussels) Fellow
• Chartered Institute of Arbitrators (CIArb, UK): Commercial Dispute Resolution
• Author of 50 Planning fundamentals & Fundamentals of Construction Contracts
• Experience more than 20 years in mega-projects (Buildings, Infrastructure & Roads)

@magedkom /in/magedkom ArabPlanners @profplanner
Content
1. Planning and scheduling
2. Time schedule development
3. Resource and cost loading
4. Time schedule submittal
5. Review and approval
6. Update and reporting
7. Delay quantification approaches
8. Mitigation and action plans

Planning Fundamentals
(Section 02 - Scope and Activities)
1-Initial Time
Schedule Phases
2-Management
Team Engagement
3- Project Lifecycle
and Construction
4- WBS Levels
5- Activities
Decomposition
7- Calendars Identification
6- Long Lead Items
Identification
(Section 03 - Duration & Relationships)
8- Activity Duration
Estimation
9- Productivity
Estimation
10- Relationships Determination
11- Lag Application
12- Milestones Identification
13- LOE Activities Usage
(Section 04 - Schedule Submittal)
14- Critical Path Calculation
15- Open End Activities Check
16- Constraints
Application
17- Floats
Calculation
18- Resource
Loading/
Allocation
19- Resource
Leveling
21- Cash Flow
Considerations
22- Time Schedule Submittal
23- Time Schedule Checks
20- Expenses
Assignment
Control Fundamentals
(Section 06 - Analysis & Reporting)
28- Earned
Value Analysis
29- Forecasting
using EVM
30- Trend Analysis
31- Levels of Reporting
32- BIM and 4D Scheduling
33- Progress Control & Closing
(Section 07 - Delays & Mitigation)
34- Negative Total
Float Cases
35- Float
Ownership Debate
36- Project Delay Reasons
37- Schedule
Compression
Techniques
38- Productivity
Enhancement
39- Prolongation
Cost Eligibility
40- Changes
Implications
41- Revised Schedule Cases
(Section 08 - EOT Claims)
42- Claims and
Disputes
43- EOT Claim
Submittal
44- Concurrent
Delay
45- Time at
Large
46- Delay Analysis
Approaches
47- Delay Analysis
Documents
48- Types of
Contracts
49- Contract
and EOT
Section 09: 50- Professional Certificates
Section 01 - Interview Tips
Tentative Schedule
and Methodology
WBS
Activity List
Durations
Calculation Sheet
Milestone List
Network Diagram
and Bar chart
Resource
Histograms
Cash Flow
Project Calendars
Scheduling Fundamentals
(Section 05 - Schedule Update)
24- Time
Schedule
Update
25- Activity %
Complete
Determination
26- Scheduling Approaches
27- Line of Balance
Schedule Update &
progress layout
As-built Schedule and
Close out report
Monitoring Reports
Cost Control Reports
Delay Analysis
EOT Claim/s
Revised Schedule
or Recovery
Action Plan
Delayed Paths
Deliverables:
Approved Baseline Schedule
……………… Section 10: Samples

@magedkom /in/magedkom ArabPlanners @profplanner
Planning & Project Management
• Scope Management
• Schedule Management
• Resource Management
• Cost Management
• Quality Management
• HSE Management
• Risk Management
• Procurement Management
• Communication Management
• Stakeholder Management
• Change Management
Planning & Scheduling
Planning and scheduling are two terms that are often thought of as
synonymous (They are not!).
❑ Scheduling is just one part of the planning effort.
Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been
established to complete specific goals and objectives.

Scheduling (Time & Related Areas - Planning and Control)
• Plan Scope Management (Scope Baseline-WBS)
• Plan Schedule Management (Activities, Durations and Sequence-CPM)
• Plan Resource Management (Responsibilities & Resources Histograms)
• Plan Cost Management (Budget, Cash flow & EVM)
• Plan Quality Management
• Plan HSE Management
• Plan Risk Management (Scope, Time & Cost)
• Plan Procurement Management (Main and Sub-contracts)
• Plan Communication & Stakeholder Management (Reporting and issue log)
• Plan Change Management (Project Lifecycle, Claims and Variations)
@magedkom /in/magedkom ArabPlanners @profplanner

Schedule Development
Documents Planner Use:
All contract documents such as:
• Agreement and scope statement
• Design drawings
• BOQ (Activity list Vs B.O.Q. Items: https://www.youtube.com/watch?v=r5mplktyT4c)
• Contractual requirements (Duration, Technical req. or Specs, Phases and Milestones)
• LOA and Access to Site Date (Commencement Date)
@magedkom /in/magedkom ArabPlanners @profplanner

Work Breakdown Structure
WBS:
Levels decomposition to WP:
• Mob., Engineering, Permits, Procurement, Construction &
Close out.
• LEVEL 1: PROJECT, LEVEL 2: PHASE, LEVEL 3: WORK TYPE,
LEVEL 4: ELEMENT.
• (Project, 1-Phase, 2-Location/building-3-floor, 4-Trade)
@magedkom /in/magedkom ArabPlanners @profplanner

Sequence &
Methodology
@magedkom /in/magedkom ArabPlanners @profplanner
Level 2 Tentative Schedule:
High-level Schedule (Kick-off):
• Phases, Main Items & Milestones.
• Priorities and High-level methodology of
construction/ strategy

WBS

Levels of Detail and Activity List (AACEI 37R-06)
@magedkom /in/magedkom ArabPlanners @profplanner
It depends on project size and level of control required:
Level 0: This is the total project and in effect is a single bar spanning the project time from start to finish.
Level 1: This represents the schedule for the project by its major components. A combination of Level 0
schedules for each component project.
Level 2: Each schedule component is further subdivided for Level 2. For example, utility systems are further
subdivided into water, electrical, gas, storm drainage and sanitary systems, etc. Milestones are normally
included.
Level 3: The first level that a meaningful critical path network can be displayed and the CPM schedule can
be used to monitor and manage (control) the overall project work.
Levels 4-X: The level of schedule subdivision continues to whatever is appropriate detail for the user. When
operating at more detailed levels, the planners generally work with segments of the total schedule. Often
the project “rolling schedule” includes a “look-ahead” period of time (30–180 days) and a “look-back” at
recent completed work periods.

Activity Durations and Resources
Determining the required resources for each activity:
Make-or-buy decisions to be taken according to availability, cost and company strategy.
Then, durations will be calculated based on the driving recourses of each activity:
• Duration = Quantity / (Productivity of crew * no of crews)
• Logistics and many other factors may affect productivity.
@magedkom /in/magedkom ArabPlanners @profplanner

Resource and Cost Loading
• Resources can be loaded with cost/unit rates or not (only quantities).
• Loading can be with: Cost (Contractor cash out) or BOQ Prices (Contractor cash in = Employer cash out)
3/4M:
- Manpower (Labor)
- Machinery (Equipment)
- Material
& Money
@magedkom /in/magedkom ArabPlanners @profplanner

Productivity Sheets
@magedkom /in/magedkom ArabPlanners @profplanner

Sequence and Relationships
Relationships are FS, SS, FF & SF (Lag can be applied).
Lag is +ve waiting period & lead is -ve lag.
Activity Name
Activity ID
Duration
ES EF
LS LF
TF FF
Finish
Start
SS, +ve lag
FS, –ve lag (lead)
Not recommended
FF, lag can be added
@magedkom /in/magedkom ArabPlanners @profplanner

Schedule (RUN)
@magedkom /in/magedkom ArabPlanners @profplanner

Critical Path and TF
CPM:
Forward and backward calculation:
• TF = Late dates – Early dates
A
5
D
3
C
5
G
4
E
3
F
4
H
7
I
8
J
2
K
3
L
2
PF
0, 5
0, 5
5, 11
5, 10
5, 8
11, 15
11, 14
8, 12
15, 17
15, 23
12, 19
23, 25
19, 22
25
23, 25
22, 25
15, 23
20, 22
15, 22
12, 15
11, 15
11, 15
5, 11
6, 11
8, 11
0
0
0
+1 0
0
+1 5
3 3 3 3
25
B
6
0
@magedkom /in/magedkom ArabPlanners @profplanner

Schedule Submittal
• Sequence Layout
• WBS
• Milestone List
• Project Calendars
• Resources Dictionary
• Activity List
• Productivity Sheet
• Duration Calculation
• Bar Chart (Summary, Detailed & CP)
• Resources Histogram
• Material Requirements
• Cash Flow
• Schedule Narrative
@magedkom /in/magedkom ArabPlanners @profplanner

Summary Bar Chart

Manpower Histogram

Review and Approval
1. Does the time schedule cover the scope of work properly without any exclusion or extra work?
2. Is the decomposition level of WBS appropriate for planning and control?
3. Is the level of detail and activities durations appropriate for planning and control?
4. Is the critical path logical and either the total float of all paths/ activities?
5. Does the schedule basis/ narrative include all assumptions used and information required?
6. Are the attached resources histograms and cash flow workable?
7. Are the calculations of cost and resources loading sheets correct?
8. Does the time schedule consider all contractual and technical requirements?
The US DCMA uses 14-Point Assessment Checks consist of the following items:
1. Logic 2. Leads 3. Lags
4. Relationship Types 5. Hard Constraints 6. High Float
7. Negative Float 8. High Duration 9. Invalid Dates
10. Resources 11. Missed Tasks 12. Critical Path Test
13. Critical Path Length Index (CPLI) 14. Baseline Execution Index (BEI)

Bz
Review Checklist

Planning team monitors all items
related to time schedule which
may impact the project duration
such as progress, sequence of
work, resources, productivity,
EV, risks, procurement, changes
… etc.
They normally prepare reports in
this regard with the expected
impact and proposed corrective
actions.
Monitoring and Control
@magedkom /in/magedkom ArabPlanners @profplanner

To update the progress of activities, there are two cases:
1- Ongoing activities: Actual start, % complete, suspension (if any) & remaining duration/ exp. finish date (if required).
2- Completed activities (100%): Actual start & Actual Finish.
Actual cost and resources can be updated. Any change in relationships should be subject to notification or approval.
Data Date of programme updating:
https://www.youtube.com/watch?v=Evzc1TbS6X8
Update time schedule (method & checks):
https://www.youtube.com/watch?v=vnC9KkGZyO8
Update and Reporting
@magedkom /in/magedkom ArabPlanners @profplanner

• Level 1 – Executive Summary Level (Dashboard, Flash report): overall project plan, progress and current forecast, rate: monthly, quarterly.
• Level 2 – Summary Level (Client presentation): Status reports include selected activities/major trades which are extracted from the overall
Level 2 Master Programme, rate: monthly, fortnightly.
• Level 3 – Management Level: represent the work sequence and programme, in detail sufficient to plan and monitor weekly activities at the
contractor working level, ‘look ahead programmes’, rate: weekly, biweekly contains cumulative.
• Level 4 – Site Level (Daily): the daily progress lists or tick-sheets, which are developed and maintained by each department, section or trade.
Levels of Reporting
@magedkom /in/magedkom ArabPlanners @profplanner

Delay
Quantification
1 Total Float = Update Finish date – Baseline Finish date (Delay =-ve TF)
3 SV = EV – PV, EV = Ʃ(Performance%*BC), PV = Ʃ(Scheduled%*BC)
-ve SV: Delay = SV / Daily planned budget (BAC/Duration)
4 Earned Schedule: SPI = PT/AT (SPI > 1 means behind schedule: Delay)
SV: Delay = AT – PT, PT = The planned (earned) duration of the EV
5 Trend analysis (Forecasting): Extending the curve of EV
Delay = Expected Finish date – Baseline Finish date
2
LOB (Repetitive activities): Resource-based schedules
Apply the resource limits (Leveling) and logic productivity on the remaining work
Var.
now
VAC
SV
Remaining
6 EVM Forecasting: 3 approaches
1- Maintain the variance till end.
2- Magnify the variance.
3- Recalculation for the remaining work to consider all factors.
SV
@magedkom /in/magedkom ArabPlanners @profplanner

Baseline (TF=0) Update TF=0 while
Performance%>Scheduled%
Data
Date
Data
Date

2- Line Of Balance
Data Date
Delay: 1W
Ahead:
4D
Dealy:
9D

29
29
(earned value)
(Invoices)
(planned value)
Cost baseline
3- SV= -1,067$
Daily
planned
budget=
266.67
$ / day
1- TF= -15 Days
5- Trend analysis
delay= -35 days
% Complete = 26.7%
= - 4 days
‫ععععع‬‫ع‬ ‫ععععع‬‫ع‬‫الجم‬
‫ا‬ ‫ععععععععع‬‫ع‬‫المؤش‬
‫المختلفة‬
...
ETC: time schedule update
4- ES, Var= -6 Days

‫صحته‬ ‫على‬ ‫تؤثر‬ ‫التي‬ ‫العوامل‬ ‫مناسبا‬ ‫يكون‬ ‫متى‬ ‫فائدته‬ ‫المؤشر‬
‫تعو‬ ‫ال‬ ‫جة‬ ‫ح‬ ‫غ‬ ‫أنشطة‬ ‫في‬ ‫تقدم‬ ‫وجود‬
‫ض‬
‫ك‬ ‫م‬ ‫ق‬ ‫أنشطة‬ ‫أو‬ ‫ج‬ ‫الح‬ ‫لمسا‬ ‫تأخ‬
‫ة‬
‫العكس‬ ‫أو‬ ‫ة‬ ‫صغ‬ ‫ذ‬ ‫تنف‬ ‫مدد‬ ‫تحتاج‬
‫قة‬ ‫السا‬ ‫األنشطة‬ ‫ه‬ ‫تشا‬ ‫عند‬
‫وال‬ ‫مة‬ ‫الق‬ ‫تكو‬ ‫ث‬ ‫ح‬ ‫والالحقة‬
‫مدة‬
‫ة‬ ‫د‬ ‫ط‬ ‫عالقة‬ ‫في‬
‫المخططة‬ ‫األعمال‬ ‫مة‬ ‫ق‬ ‫حساب‬
‫ة‬ ‫المكتس‬ ‫مة‬ ‫الق‬ ‫نتها‬ ‫ومقا‬
Schedule performance
index
‫ة‬ ‫المكتس‬ ‫مة‬ ‫الق‬ ‫مؤش‬
(SPI)
‫ا‬ ‫االخت‬ ‫العالقا‬ ‫م‬ ‫د‬ ‫العد‬ ‫وجود‬ ‫عند‬
‫ة‬
‫مطل‬ ‫تسلسل‬ ‫ة‬ ‫و‬ ‫الض‬ ‫تعكس‬ ‫ال‬ ‫التي‬
‫وب‬
‫األعمال‬ ‫ذ‬ ‫لتنف‬
‫معظم‬ ‫ط‬ ‫و‬ ‫منطقي‬ ‫كو‬ ‫عندما‬
‫إلزامي‬ ‫منطق‬ ‫العالقا‬
‫ؤخ‬ ‫قد‬ ‫والذي‬ ‫األطول‬ ‫المسا‬ ‫د‬ ‫تحد‬
‫ه‬ ‫تأخ‬ ‫عند‬ ‫وع‬ ‫المش‬
Critical path
‫ج‬ ‫الح‬ ‫المسا‬
‫عض‬ ‫على‬ ‫ة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫اعتماد‬ ‫عدم‬
‫ها‬
‫المدخلة‬ ‫اإلنتاج‬ ‫معدال‬ ‫صحة‬ ‫عدم‬ ‫أو‬
‫ة‬ ‫ا‬ ‫التك‬ ‫األنشطة‬ ‫اعتماد‬ ‫عند‬
‫أح‬ ‫معدال‬ ‫وتأث‬ ‫عضها‬ ‫على‬
‫د‬
‫وع‬ ‫المش‬ ‫على‬ ‫األنشطة‬
‫ا‬ ‫التك‬ ‫األنشطة‬ ‫معدال‬ ‫ح‬ ‫توض‬
‫ة‬
‫نها‬ ‫ما‬ ‫ف‬ ‫واالتزا‬
Line of Balance
‫االتزا‬ ‫خط‬
‫واختالف‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫األعمال‬ ‫ه‬ ‫تشا‬ ‫عدم‬
‫ة‬ ‫المطلو‬ ‫د‬ ‫والموا‬ ‫وف‬ ‫الظ‬
‫قة‬ ‫السا‬ ‫األنشطة‬ ‫ه‬ ‫تشا‬ ‫عند‬
‫األعمال‬ ‫تحتاج‬ ‫ث‬ ‫ح‬ ‫والالحقة‬
‫هة‬ ‫مشا‬ ‫لمدد‬ ‫ة‬ ‫ق‬ ‫المت‬
‫معدل‬ ‫متوسط‬ ‫ا‬ ‫استم‬ ‫أث‬ ‫ح‬ ‫توض‬
‫ق‬ ‫السا‬ ‫اإلنتاج‬
Trend analysis
‫االمتداد‬ ‫ل‬ ‫تحل‬
‫المسا‬ ‫م‬ ‫د‬ ‫العد‬ ‫تكدس‬ ‫حدوث‬ ‫عند‬
‫ا‬
‫ز‬ ‫حتاج‬ ‫ة‬ ‫ق‬ ‫المت‬ ‫المدة‬ ‫في‬ ‫واألنشطة‬
‫ادة‬
‫د‬ ‫الموا‬ ‫في‬ ‫ة‬ ‫ك‬
‫األنشط‬ ‫وعالقا‬ ‫ممد‬ ‫ة‬ ‫منطق‬ ‫عند‬
‫ة‬
‫ذها‬ ‫تنف‬ ‫ة‬ ‫وإمكان‬ ‫ة‬ ‫ق‬ ‫المت‬
‫د‬ ‫الموا‬
‫المتاحة‬
‫ا‬ ‫ومسا‬ ‫والعالقا‬ ‫المدد‬ ‫ح‬ ‫توض‬
‫وع‬ ‫المش‬ ‫أنشطة‬
Total float
‫الكلي‬ ‫الفائض‬

There are two techniques to compress a time schedule:
1- Crashing: Selecting specific critical activities for crashing to shorten project duration (increase
resources – refer to duration equation).
2- Fast-tracking: Re-sequence the logic and overlap activities that can be done at the same time.
3- Merge and do both together.
Compression approaches
@magedkom /in/magedkom ArabPlanners @profplanner

Types of Delay
Neutral Event
In-Excusable (CRE)
Excusable
ERE Concurrent
Delay
Consequences:
After a certain delay threshold or in case of EOT or changes, a revised schedule will be required.
@magedkom /in/magedkom ArabPlanners @profplanner

Cases of EOTs - SA ‫الحكومية‬ ‫والمشتريات‬ ‫المنافسات‬ ‫نظام‬
(
‫السعودي‬
)
‫والخمسون‬ ‫الحادية‬ ‫المادة‬
:
‫ئة‬ ‫طا‬ ‫وف‬ ‫ظ‬ ‫ع‬ ‫ا‬ً‫ج‬‫نات‬ ‫التأخ‬ ‫كا‬ ‫إذا‬ ‫ة‬ ‫المال‬ ‫ة‬ ‫وزا‬ ‫م‬ ‫المتعاقدة‬ ‫ة‬ ‫الحكوم‬ ‫الجهة‬ ‫اتفاق‬ ‫امة‬ ‫الغ‬ ‫م‬ ‫واإلعفاء‬ ‫العقد‬ ‫د‬ ‫تمد‬ ‫تم‬
(
Exceptional
events
)
‫المتعاقد‬ ‫ادة‬ ‫إ‬ ‫ع‬ ‫ج‬ ‫خا‬ ‫ب‬ ‫لس‬ ‫أو‬ ،
(
Out of control
)
‫اب‬ ‫األس‬ ‫هذه‬ ‫م‬ ‫التأخ‬ ‫مدة‬ ‫تتناسب‬ ‫أ‬ ‫ط‬ ‫ش‬ ،
.
‫والخمسون‬ ‫الثانية‬ ‫المادة‬
:
‫ة‬ ‫التال‬ ‫الحاال‬ ‫في‬ ‫العقد‬ ‫د‬ ‫تمد‬ ‫المستقلة‬ ‫ة‬ ‫الدائ‬ ‫س‬ ‫ئ‬ ‫أو‬ ‫المختص‬ ‫للوز‬
:
‫أ‬
-
‫العقد‬ ‫في‬ ‫د‬ ‫و‬ ‫ما‬ ‫على‬ ‫ة‬ ‫إضاف‬ ‫أعمال‬ ‫المتعاقد‬ ‫كلف‬ ‫إذا‬
(
Variation/ additional work
)
‫حجم‬ ‫م‬ ‫ة‬ ‫متناس‬ ‫المضافة‬ ‫المدة‬ ‫تكو‬ ‫أ‬ ‫ط‬ ‫ش‬ ،
‫ها‬ ‫ف‬ ‫التكل‬ ‫خ‬ ‫وتا‬ ‫عتها‬ ‫وط‬ ‫األعمال‬
.
‫ب‬
-
‫للمتعاقد‬ ‫تعود‬ ‫ال‬ ‫اب‬ ‫ألس‬ ‫عضها‬ ‫أو‬ ‫األعمال‬ ‫قاف‬ ‫إ‬ ‫ة‬ ‫الحكوم‬ ‫الجهة‬ ‫م‬ ‫أم‬ ‫صد‬ ‫إذا‬
(
Suspension
.)
-
‫المحدد‬ ‫الوق‬ ‫في‬ ‫العمل‬ ‫إلنجاز‬ ‫ة‬ ‫كاف‬ ‫غ‬ ‫وع‬ ‫للمش‬ ‫ة‬ ‫السنو‬ ‫ة‬ ‫المال‬ ‫االعتمادا‬ ‫كان‬ ‫إذا‬
(
Cash flow
.)
@magedkom /in/magedkom ArabPlanners @profplanner

EOT Claim Content ‫يلي‬ ‫ما‬ ‫الزمني‬ ‫للبرنامج‬ ‫يضاف‬ ‫الزمنية‬ ‫التمديدات‬ ‫حالة‬ ‫في‬
:
1
-
‫ة‬ ‫المطال‬ ‫هذه‬ ‫الى‬ ‫أد‬ ‫التي‬ ‫االحداث‬ ‫ف‬ ‫تع‬
2
-
‫م‬ ‫إلى‬ ‫ة‬ ‫االشا‬ ‫جة‬ ‫والنت‬ ‫األث‬ ‫ا‬ ‫ل‬ ‫ا‬ ‫المطال‬ ‫احداث‬ ‫د‬ ‫س‬
‫ستندا‬
‫فاقها‬ ‫وا‬ ‫ا‬ ‫االث‬
3
-
‫المتعل‬ ‫ة‬ ‫التعاقد‬ ‫اءا‬ ‫واالج‬ ‫نود‬ ‫ال‬ ‫م‬ ‫قة‬ ‫السا‬ ‫دا‬ ‫التمد‬
‫قة‬
‫المقاول‬ ‫ة‬ ‫وأحق‬ ‫الموضوع‬
4
-
‫ا‬ ‫امج‬ ‫ال‬ ‫م‬ ‫تقد‬ ‫في‬ ‫طلب‬ ‫ما‬ ‫شامل‬ ‫المعدل‬ ‫الزمني‬ ‫نامج‬ ‫ال‬
‫ة‬ ‫لزمن‬
‫األصلي‬ ‫ج‬ ‫الح‬ ‫المسا‬ ‫نة‬ ‫مقا‬ ‫م‬
5
-
‫الم‬ ‫د‬ ‫الجد‬ ‫التعاقدي‬ ‫ة‬ ‫النها‬ ‫خ‬ ‫وتا‬ ‫الزمني‬ ‫د‬ ‫التمد‬ ‫خالصة‬
‫طلوب‬
6
-
‫مها‬ ‫ق‬ ‫ت‬ ‫م‬ ‫د‬ ‫الس‬ ‫في‬ ‫ها‬ ‫ال‬ ‫ة‬ ‫االشا‬ ‫تم‬ ‫التي‬ ‫فقا‬ ‫الم‬
@magedkom /in/magedkom ArabPlanners @profplanner

One type of revised schedule is the recovery
schedule. If the delay is caused by CRE and
it’s beyond the delay threshold, the
contractor has to prepare a recovery
schedule to recover this delay.
Recovery Schedule
@magedkom /in/magedkom ArabPlanners @profplanner

Action Plan
The action plan should include the actions that will be taken to recover the delay such as:
New planned productivity and planned dates with a roadmap of how to achieve them. For example:
- Any change in roles and responsibilities of the current team.
- Additional staff and resources with the deployment plan.
- Any change in procurement plan or additional subcontractors/ suppliers.
- Proposed changes in sequence or construction techniques.
- Any additional measures would be used for monitoring and control.
@magedkom /in/magedkom ArabPlanners @profplanner

Recap
1. Planning and scheduling (Project management - Planning and control)
2. Time schedule development (WBS, Activity list/dur.s, Relationships & CPM)
3. Resource and cost loading (Resources histograms and cash flow)
4. Time schedule submittal (Assumptions and deliverables)
5. Review and approval (Technical and contractual review - Baseline)
6. Update and reporting (Collecting data, checks & levels of reporting)
7. Delay quantification approaches (TF, LOB, SV, ES, Trend analysis & Forecasting)
8. Mitigation and action plans (Types of delay, EOT cases, Revised & recovery schedule)
@magedkom /in/magedkom ArabPlanners @profplanner

Related Lectures and Courses
Course at Luqman Academy YouTube Lectures
38

‫نشرته‬ ‫ما‬ ‫آخر‬
‫حديثا‬
‫في‬ ‫متكاملة‬ ‫دورة‬
‫التأخير‬ ‫تحليل‬
‫باستخ‬
‫أبرز‬ ‫دام‬
‫من‬ ‫الصادرة‬ ‫المراجع‬
AACE, SCL,
RICS, ASCE
‫الفني‬ ‫المصادر‬ ‫من‬ ‫والعديد‬
‫ة‬
‫والقانونية‬
...
‫مع‬
‫الخاصة‬ ‫الحاالت‬ ‫مناقشة‬
‫تشمل‬ ‫كما‬ ،‫وآثارها‬ ‫معالجته‬ ‫وطرق‬ ‫للتأخير‬
‫تقديم‬ ‫لكيفية‬ ‫توضيح‬ ‫الدورة‬
‫مطالب‬
‫ات‬
‫ا‬
‫لتمديد‬
‫لها‬ ‫عملي‬ ‫ومثال‬ ‫ومكوناتها‬ ‫المشروع‬ ‫لمدة‬
.

Thank You
Don’t Hesitate to contact….
M.Maged
magedkom@gmail.com
mobile : 00966-580264968