AACEi Recommended Practice 29R-03, Forensic Schedule Analysis, properly notes that there are a number of factors to consider in choosing a method of analysis in a time-related dispute. The variety, number, and complexity of the reasons to choose the correct method of analysis require more than a casual approach.
This presentation demonstrates a process that we call a “Claims Triage” and use for every new dispute resolution assignment, organized and guided with a checklist and procedure.
Use Of Schedule Logs 2012 Pmi Scop ConferenceChris Carson
This document provides biographies of three authors for a project on scheduling - Mark Doran, Paul Levin, PSP, and Chris Carson, PSP. It includes their educational backgrounds, years of experience, professional fields, and additional details. The biographies demonstrate the authors' expertise in areas like construction management, scheduling, project controls, and certification in fields such as PMP, PSP, and CCM.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
Ideally all projects would have schedules submitted and approved, but sometimes the quality of the schedule prevents approval. This presentation suggests ways to deal with this situation, as well as ways to encourage approvable schedules.
The document describes a "claims triage" process used by the authors' company to evaluate new dispute resolution assignments and choose an appropriate analysis methodology. The process involves assembling a team to review background information on the project, dispute, and available data, and discuss which factors outlined in the AACE recommended practice should guide the methodology selection. The goal is to make a careful, well-documented choice that considers lessons learned from similar past cases.
This document discusses best practices for planning construction schedules to account for adverse weather conditions. It recommends using a weather calendar based on historical data from sources like the National Weather Service. The calendar applies estimated non-work days to weather-dependent activities. This allows the schedule to automatically adjust as weather conditions change over time. Other methods like contingency buffers have disadvantages like reducing schedule transparency and accuracy.
The document discusses guidelines for using dual parallel project schedules, which is not generally recommended. It identifies risks such as contractual issues, difficulty proving delays, and schedule management complications. The key recommendations are to:
1) Only have one schedule for management and delay analysis.
2) If dual schedules are necessary, develop them using the same activity list and hard logic, with the production schedule using optimistic durations and the contract schedule using most likely durations.
3) Manage risks through transparent schedule documentation and risk management processes applied to the contract schedule.
Using Symptoms To Develop Appropriate Claims Avoidance Documentation Wpl We...Chris Carson
This document provides an overview of Alpha Corporation, a construction management firm that offers services including construction management, scheduling, claims analysis, and dispute resolution. It then discusses concepts related to construction delay and disruption claims, including the differences between delay and disruption, how to identify disruption, and how disruption can impact productivity. The document aims to help contractors better understand and document delay and disruption claims.
The document provides an overview of schedule design and its importance. It discusses that schedules are rarely designed intentionally and instead schedulers tend to jump straight into development. This can result in issues like inconsistent levels of detail and a lack of structure. The document then presents a framework and checklist for schedule design. It emphasizes designing the schedule before planning and development. The design process involves defining the project scope, developing an execution strategy, and creating an organizational structure for the schedule. It provides a detailed checklist to guide the design process.
The document provides guidance on properly reviewing project schedules, including baseline schedules and schedule updates. It outlines a thorough review process involving: verifying schedule submittal completeness; reviewing schedule architecture, construction, and narrative; analyzing schedule sequencing and metrics; validating schedule data; and writing a report documenting any issues found. The goal is to confirm schedules are reasonable and attainable, understand the contractor's plan, and establish a baseline for monitoring progress.
Use Of Schedule Logs 2012 Pmi Scop ConferenceChris Carson
This document provides biographies of three authors for a project on scheduling - Mark Doran, Paul Levin, PSP, and Chris Carson, PSP. It includes their educational backgrounds, years of experience, professional fields, and additional details. The biographies demonstrate the authors' expertise in areas like construction management, scheduling, project controls, and certification in fields such as PMP, PSP, and CCM.
Dealing With A Schedule That Cannot Be Approved - AACE 2012 MeetingChris Carson
Ideally all projects would have schedules submitted and approved, but sometimes the quality of the schedule prevents approval. This presentation suggests ways to deal with this situation, as well as ways to encourage approvable schedules.
The document describes a "claims triage" process used by the authors' company to evaluate new dispute resolution assignments and choose an appropriate analysis methodology. The process involves assembling a team to review background information on the project, dispute, and available data, and discuss which factors outlined in the AACE recommended practice should guide the methodology selection. The goal is to make a careful, well-documented choice that considers lessons learned from similar past cases.
This document discusses best practices for planning construction schedules to account for adverse weather conditions. It recommends using a weather calendar based on historical data from sources like the National Weather Service. The calendar applies estimated non-work days to weather-dependent activities. This allows the schedule to automatically adjust as weather conditions change over time. Other methods like contingency buffers have disadvantages like reducing schedule transparency and accuracy.
The document discusses guidelines for using dual parallel project schedules, which is not generally recommended. It identifies risks such as contractual issues, difficulty proving delays, and schedule management complications. The key recommendations are to:
1) Only have one schedule for management and delay analysis.
2) If dual schedules are necessary, develop them using the same activity list and hard logic, with the production schedule using optimistic durations and the contract schedule using most likely durations.
3) Manage risks through transparent schedule documentation and risk management processes applied to the contract schedule.
Using Symptoms To Develop Appropriate Claims Avoidance Documentation Wpl We...Chris Carson
This document provides an overview of Alpha Corporation, a construction management firm that offers services including construction management, scheduling, claims analysis, and dispute resolution. It then discusses concepts related to construction delay and disruption claims, including the differences between delay and disruption, how to identify disruption, and how disruption can impact productivity. The document aims to help contractors better understand and document delay and disruption claims.
The document provides an overview of schedule design and its importance. It discusses that schedules are rarely designed intentionally and instead schedulers tend to jump straight into development. This can result in issues like inconsistent levels of detail and a lack of structure. The document then presents a framework and checklist for schedule design. It emphasizes designing the schedule before planning and development. The design process involves defining the project scope, developing an execution strategy, and creating an organizational structure for the schedule. It provides a detailed checklist to guide the design process.
The document provides guidance on properly reviewing project schedules, including baseline schedules and schedule updates. It outlines a thorough review process involving: verifying schedule submittal completeness; reviewing schedule architecture, construction, and narrative; analyzing schedule sequencing and metrics; validating schedule data; and writing a report documenting any issues found. The goal is to confirm schedules are reasonable and attainable, understand the contractor's plan, and establish a baseline for monitoring progress.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
This document discusses using Primavera Enterprise software for program management of multiple design-build surgical center construction projects. It describes how the software allows monitoring of schedules, costs, quality and resources across projects. It provides templates for organizing project data, tracking milestones and budgets. The software facilitates communication between owners and contractors and helps manage risks, issues and potential claims.
This document discusses baseline scheduling basics and provides guidance on schedule development and review standards. It recommends that schedules be developed with sufficient detail early, include all contractual requirements, and not include tricks to position for claims. If a schedule is not approved, the document advises examining legal risks and managing the project using the last submitted schedule. It also discusses early completion schedules, different types of calendars, and developing a standardized review checklist.
This document discusses the importance of schedule design in planning for schedule development. It defines schedule design as conceptualizing the schedule by planning, starting with the end in mind, and creating an organizational structure to fulfill the concept. This is distinguished from schedule development, which involves building the schedule by inputting activities, logic, durations, and reviews. The document emphasizes that schedule design helps prevent issues by avoiding planning mistakes and problems and outlines specific benefits of documenting the schedule design process.
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
CPM Scheduling best practicies within the Construction IndistryMichael Pink
This document provides an overview of a presentation on fundamentals of critical path method (CPM) scheduling for construction project managers. It discusses key concepts like critical path, building a baseline CPM schedule, setting activity relationships and constraints, best practices for schedule updates, and an introduction to lean construction principles for minimizing waste. Examples are provided throughout to illustrate different scheduling techniques and terminology.
The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
2010 AACEi Great Debate - Approval of Schedule RevisionsChris Carson
The debate centered around whether schedule revisions submitted by the contractor should require approval from the owner. Key points discussed included:
- The pro position argued that as the project is for the owner's use, they should have input and approval on schedule revisions. However, the con position stated the contractor bears the risk of performance.
- Both sides debated whether schedule revisions should model changes to the project plan or allow for nimble management by the contractor.
- Approval was seen as providing quality control by ensuring all scope is included, but also as an difficult process that could delay management.
- In the end, the debate concluded without a clear resolution to the question of whether schedule revisions should require owner approval
Design & Development Of A Schedule Management Plan PresentationChris Carson
This document summarizes the key components of a schedule management plan, which provides a methodical approach for developing a project schedule. It outlines sections for project description, team roles and responsibilities, software requirements, work products, schedule outline, work packages, and level of detail. The schedule management plan is created prior to schedule development to document assumptions and keep the process on track.
The document provides details on Chris Carson's professional experience and qualifications. He has over 37 years of experience in construction management, scheduling, and dispute resolution. He is responsible for developing scheduling standards and providing training at Alpha Corporation. He also manages several industry guidelines and best practices projects and frequently presents at construction conferences.
This document summarizes a presentation on innovative program delivery and claims avoidance for the North Terminal project at Miami International Airport. It describes the challenges faced by the previous management team, including cost overruns, delays, and over $160 million in claims from contractors. The airport authority replaced the management team and worked to resolve all outstanding claims over 16 months. It then assembled a new experienced management team to complete the project while avoiding additional claims through improved planning and controls.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
This document discusses the importance of schedule margin management and outlines best practices. It notes that while technical and cost margins are well-managed, schedule margins often are not. Successful schedule margin management involves: 1) defining margin separately from float to account for known risks; 2) allocating margin across a program based on risk; and 3) using margin to retire risk rather than fix poor performance. Keys include tying margin use to milestones and risk retirement, and developing contingency plans in advance to address delays. The document provides definitions and addresses common hurdles to effective schedule margin management.
Schedule-Centric View Of Contract AdminChris Carson
The document discusses the importance of taking a schedule-centric approach to contract administration. It emphasizes reading the full contract, including general conditions and scheduling requirements. A schedule-driven process that includes regular schedule updates and reviews can help complete projects on time and on budget by avoiding disputes. Developing a schedule-centric culture with buy-in from senior management and comprehensive reporting is key to success.
This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
This document discusses whether a subcontractor can claim delay damages when the general contractor's schedule is not delayed. It covers topics such as pass-through claims, the Miller Act, combating no damage for delay clauses, and strategies for subcontractors to prove delay claims. A key point is that subcontractors may be able to recover delay costs through a pass-through claim if the general contractor acknowledges liability and the subcontractor meets requirements such as timely notice and good documentation. The Miller Act is also discussed as a potential means for subcontractors to recover increased labor and material costs due to delays. The document emphasizes the importance for subcontractors to be involved in the project schedule and maintain thorough records.
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
How To Structure A Successful MediationChris Carson
The document provides guidance on structuring a successful mediation for resolving construction disputes. It discusses establishing early mediation timing, setting an informal atmosphere, using a partnering approach by the mediator, and focusing the presentations and discussions on problem-solving and identifying areas of agreement rather than adversarial stances. The goal is for the parties to recognize the high costs of continued formal dispute resolution and settle on offers presented during the mediation process.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
This document discusses using Primavera Enterprise software for program management of multiple design-build surgical center construction projects. It describes how the software allows monitoring of schedules, costs, quality and resources across projects. It provides templates for organizing project data, tracking milestones and budgets. The software facilitates communication between owners and contractors and helps manage risks, issues and potential claims.
This document discusses baseline scheduling basics and provides guidance on schedule development and review standards. It recommends that schedules be developed with sufficient detail early, include all contractual requirements, and not include tricks to position for claims. If a schedule is not approved, the document advises examining legal risks and managing the project using the last submitted schedule. It also discusses early completion schedules, different types of calendars, and developing a standardized review checklist.
This document discusses the importance of schedule design in planning for schedule development. It defines schedule design as conceptualizing the schedule by planning, starting with the end in mind, and creating an organizational structure to fulfill the concept. This is distinguished from schedule development, which involves building the schedule by inputting activities, logic, durations, and reviews. The document emphasizes that schedule design helps prevent issues by avoiding planning mistakes and problems and outlines specific benefits of documenting the schedule design process.
Roadmap To World Class Project Controls PpChris Carson
The key to successful projects and programs and viable project management is a strong and effective project controls effort. This effort is the result of a structured approach to developing a planning and scheduling culture in the organization through adoption of industry best practices, recruiting, training, and mentoring of project controls personnel, and maintaining state of the art competencies among all levels of personnel.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
CPM Scheduling best practicies within the Construction IndistryMichael Pink
This document provides an overview of a presentation on fundamentals of critical path method (CPM) scheduling for construction project managers. It discusses key concepts like critical path, building a baseline CPM schedule, setting activity relationships and constraints, best practices for schedule updates, and an introduction to lean construction principles for minimizing waste. Examples are provided throughout to illustrate different scheduling techniques and terminology.
The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
2010 AACEi Great Debate - Approval of Schedule RevisionsChris Carson
The debate centered around whether schedule revisions submitted by the contractor should require approval from the owner. Key points discussed included:
- The pro position argued that as the project is for the owner's use, they should have input and approval on schedule revisions. However, the con position stated the contractor bears the risk of performance.
- Both sides debated whether schedule revisions should model changes to the project plan or allow for nimble management by the contractor.
- Approval was seen as providing quality control by ensuring all scope is included, but also as an difficult process that could delay management.
- In the end, the debate concluded without a clear resolution to the question of whether schedule revisions should require owner approval
Design & Development Of A Schedule Management Plan PresentationChris Carson
This document summarizes the key components of a schedule management plan, which provides a methodical approach for developing a project schedule. It outlines sections for project description, team roles and responsibilities, software requirements, work products, schedule outline, work packages, and level of detail. The schedule management plan is created prior to schedule development to document assumptions and keep the process on track.
The document provides details on Chris Carson's professional experience and qualifications. He has over 37 years of experience in construction management, scheduling, and dispute resolution. He is responsible for developing scheduling standards and providing training at Alpha Corporation. He also manages several industry guidelines and best practices projects and frequently presents at construction conferences.
This document summarizes a presentation on innovative program delivery and claims avoidance for the North Terminal project at Miami International Airport. It describes the challenges faced by the previous management team, including cost overruns, delays, and over $160 million in claims from contractors. The airport authority replaced the management team and worked to resolve all outstanding claims over 16 months. It then assembled a new experienced management team to complete the project while avoiding additional claims through improved planning and controls.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Pmicos 2011 Review And Analysis Of Mitigation SchedulesChris Carson
This paper describes strategies to request, review and analyze mitigation plans, including discussion of real project experiences in mitigation through cost-based analysis looking at progress, compression, and fast track, ultimately recognizing the differences between the Contractors’ best case and the Owner’s best case.
This document discusses the importance of schedule margin management and outlines best practices. It notes that while technical and cost margins are well-managed, schedule margins often are not. Successful schedule margin management involves: 1) defining margin separately from float to account for known risks; 2) allocating margin across a program based on risk; and 3) using margin to retire risk rather than fix poor performance. Keys include tying margin use to milestones and risk retirement, and developing contingency plans in advance to address delays. The document provides definitions and addresses common hurdles to effective schedule margin management.
Schedule-Centric View Of Contract AdminChris Carson
The document discusses the importance of taking a schedule-centric approach to contract administration. It emphasizes reading the full contract, including general conditions and scheduling requirements. A schedule-driven process that includes regular schedule updates and reviews can help complete projects on time and on budget by avoiding disputes. Developing a schedule-centric culture with buy-in from senior management and comprehensive reporting is key to success.
This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
Can A Subcontractor Have CP Delay When The Gc Does NotChris Carson
This document discusses whether a subcontractor can claim delay damages when the general contractor's schedule is not delayed. It covers topics such as pass-through claims, the Miller Act, combating no damage for delay clauses, and strategies for subcontractors to prove delay claims. A key point is that subcontractors may be able to recover delay costs through a pass-through claim if the general contractor acknowledges liability and the subcontractor meets requirements such as timely notice and good documentation. The Miller Act is also discussed as a potential means for subcontractors to recover increased labor and material costs due to delays. The document emphasizes the importance for subcontractors to be involved in the project schedule and maintain thorough records.
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
How To Structure A Successful MediationChris Carson
The document provides guidance on structuring a successful mediation for resolving construction disputes. It discusses establishing early mediation timing, setting an informal atmosphere, using a partnering approach by the mediator, and focusing the presentations and discussions on problem-solving and identifying areas of agreement rather than adversarial stances. The goal is for the parties to recognize the high costs of continued formal dispute resolution and settle on offers presented during the mediation process.
The document discusses the importance of properly planning complex projects. It notes that while a good plan does not guarantee success, a bad plan almost always leads to project failure. The document emphasizes that planning is underappreciated and provides tips for effective planning. It recommends involving all major stakeholders in planning, having sufficient information before planning begins, and using a "card trick" or storyboarding method to map out the project schedule in a visual format. The document stresses getting the right people involved in planning and having clear expectations of their roles to develop a meaningful, achievable plan.
The document describes various metrics for evaluating schedule quality, including open ends, logic density, critical tasks, constraints, float, durations, and work breakdown structure (WBS) completeness. It provides definitions and recommendations for each metric, such as open ends should not exceed 5% and logic density should be at least 2 on average. It also distinguishes between basic and advanced metric libraries that measure characteristics like activities, milestones, and summaries.
This document discusses resolving unapproved prospective time impact analyses (TIAs). It recommends preparing contemporaneous TIAs when impacts occur, leaving fragnets inserted but not logically tied, and updating fragnets along with the schedule. This allows comparing predicted versus actual performance to identify slippage. It also stresses resource tracking to analyze acceleration claims, and maintaining TIAs as impacts are identified for prospective resolution.
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
How to prepare recovery or revised schedule rev.2Abdelhay Ghanem
This document explains how to create a recovery/revised schedule in Primavera. It discusses:
- The meaning of a recovery schedule and who should use this document
- Steps to prepare a recovery schedule including ensuring activities are in sequence, removing finish constraints, and running a retained logic schedule
- Applying global changes such as setting actual dates for completed activities and adjusting durations for in-progress activities
- Using an equation to calculate activity percent complete based on actual start, remaining duration and data date to ensure earned value equals planned value
- Exporting data to Excel to calculate values needed to adjust the schedule and ensure earned value matches planned value.
This document provides guidance on updating project schedules. It discusses determining the frequency of updates based on schedule purpose and size. It also outlines the process for collecting progress data from the field, office, owners, and subcontractors. The document details how to status the schedule, calculate updates, check for out-of-sequence work, and verify the updated schedule. It provides recommendations for standard schedule analysis for on-time projects and slipped schedules, including reviewing historical trends, the critical path, and more.
This paper will study how industries use scheduling, attempt to categorize industry scheduling by common needs and component solutions, and provide an understanding of the differences between industry schedule use that should allow for better communications and increase the opportunity to enable innovation from each industry to improve scheduling in all industries.
The document discusses baseline scheduling basics and the critical path method (CPM) of scheduling. It covers why schedules are important, different types of schedules and scheduling methodologies. The key aspects of developing a CPM schedule are outlined, including schedule components, logic, and ensuring the schedule is feasible and has buy-in from all parties. Common areas of conflict in scheduling and developing a schedule with the appropriate level of detail and ownership of float are also addressed.
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
This document proposes conducting claims analysis as part of regular schedule updates to minimize risks for contractors. It describes the typical schedule update process which risks overlooking delays and assigning full responsibility to the contractor. The proposed process includes identifying causal activities, driving issues, concurrent delays, and collaborating with subcontractors and owners to resolve delays. Benefits include issues being addressed promptly, better documentation, and fewer disputes and claims costs. Some risks are increased analysis costs and time needed during updates.
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
This document discusses different methods for analyzing construction delays. It begins with an overview of forensic schedule analysis and definitions. It then examines the main delay analysis methodologies: as-planned vs as-built, impacted as-planned, time impact analysis, and as-built but for. For each methodology, it outlines the approach, strengths, and weaknesses. It emphasizes that the most suitable methodology depends on the specific project factors and available information. It recommends following industry guidance and notes that facts should take precedence over theoretical analyses. The document aims to provide an unbiased overview of delay analysis options to help practitioners choose the right approach.
This document provides an overview of NASA's software engineering benchmarking effort from February 2012. It discusses the background and motivation for the benchmarking, the organizations that were benchmarked, and the benchmarking team. It then summarizes some of the key learnings around training, testing, acquisition, small projects/processes, and the Capability Maturity Model Integration (CMMI). The document finds that mentoring is important for training, testing practices vary, acquisition of software requirements can be improved, tailoring is needed for small projects, and that CMMI adoption provides benefits like improved cost estimation and manageability.
This chapter discusses analyzing the business case for IT projects. It explains that strategic planning allows companies to develop mission statements and goals to guide projects. Systems projects are initiated to improve performance or reduce costs. The analyst evaluates feasibility of requests through a preliminary investigation involving fact-finding, scope definition, and analysis of costs and benefits before making recommendations to management.
The document discusses using Design Sprints to elicit better requirements. It describes Design Sprints as a 5-day process where a cross-functional team maps problems, sketches solutions, decides on a prototype, builds it, and tests it with customers. This rapid process reduces politics and gains direct feedback to validate requirements. Design Sprints utilize techniques like brainstorming, prototyping and interviews - making it a best practice. They work well for iterative methods by developing requirements through prototyping rather than static documents. Killer requirements are clear, unambiguous, feasible and risk-reducing - which Design Sprints help achieve through quick customer validation.
Your project selected_for_audit_sip18_project_auditorsJoy Gumz
Project audit: Presentation about auditing project management with Case study view. Presentation given at PMI EMEA Congress 2006 by Project Auditors LLC.
The document outlines the six phases of building an expert system:
1) Project initialization which includes problem definition, needs assessment, and feasibility analysis.
2) System analysis and design including conceptual design, development strategy, and computing resources.
3) Rapid prototyping to test knowledge representation and system structure.
4) System development including knowledge base construction, testing, and improvements.
5) Implementation involving user acceptance testing, training, and deployment.
6) Post-implementation including maintenance, evaluation, and upgrades.
System and Infrastructure Lifecycle Management.pptxPangeranSilalahi
This document discusses system and infrastructure lifecycle management as it relates to the CISA examination. It covers topics such as business realization, project management structures and practices, application development approaches, infrastructure development, maintenance practices, and auditing controls. The key areas covered include ensuring management practices meet organizational objectives, understanding different development approaches, auditing system development and maintenance, and providing assurance on controls.
Validation sampling should exceed routine QA sampling based on the impact and risk analysis of the change. The protocol should specify the sampling, such as number of samples, locations, and statistical analysis, based on the risk.
This chapter discusses techniques for discovering requirements for new systems. It defines requirements and differentiates between functional and non-functional requirements. It then describes several fact-finding techniques analysts can use to identify requirements, including sampling documentation, observation, interviews, questionnaires, prototyping, and joint requirements planning sessions. It emphasizes the importance of documenting requirements and managing changes to requirements over the system development lifecycle.
The document discusses key concepts in project scope management according to the PMBOK Guide. It defines product and project scope, and outlines the main processes involved - plan scope management, collect requirements, define scope, create the work breakdown structure, validate scope, and control scope. For each process, it lists the typical inputs, tools and techniques, and outputs as defined in the PMBOK Guide. It also provides more details on some of the tools and techniques used such as interviews, prototypes, and variance analysis.
The document provides an overview of project scope management. It defines the key knowledge areas, processes, and inputs/outputs related to scope management. The main processes covered include:
1. Plan Scope Management - Creating a scope management plan to define how scope will be managed.
2. Collect Requirements - Determining stakeholder needs and requirements through techniques like interviews, questionnaires.
3. Define Scope - Developing a detailed project scope statement describing deliverables, assumptions, constraints.
4. Create WBS - Subdividing project work into smaller, more manageable components in a work breakdown structure.
5. Validate Scope - Formal acceptance of completed project deliverables through inspection and verification.
Making the Move to an Enterprise Clinical Trial Management SystemPerficient
The document discusses making the move to an enterprise clinical trial management system (CTMS) for organizations of any size. It outlines key indicators that a CTMS is needed, such as rapid growth, increased trial complexity, and a desire for real-time data integration. An internal analysis of current processes and identification of stakeholders and requirements is recommended. Selection considerations include system performance, customization options, and integration capabilities. The conclusion emphasizes analyzing needs, obtaining funding approval, and choosing a system and implementation partner carefully.
This document provides guidance on organizing test management during a feasibility study. It recommends taking an efficient test approach that begins with quick and dirty testing to get early results with minimal resources. This is followed by more detailed test planning and testing based on identified risks. The goal is to reduce project risks through a phased testing approach while balancing budget, planning and performance. Testing conclusions should identify any issues found to inform next steps. An efficient test approach aims to maximize learning while controlling costs and timing.
10-3 Clinical Informatics System Selection & ImplementationCorinn Pope
Section ten, module three of the clinical informatics course discusses the information system lifecycle. In this slide deck, we'll cover how to pick a clinical information system that works best for you. Also included are three free practice questions. If you would like more information or resources, be sure to check out our site at http://www.informaticspro.com.
Applying TQM and the Toyota Production System in Development of Software Arti...Dave Litwiller
Adapting TPS Tools and Techniques for Enterprise TQM to Software, Artificial Intelligence, Machine Learning and Deep Learning Development Organizations
The document discusses various business analysis methodologies and techniques used by business analysts. It describes qualitative techniques like interviewing, workshops, brainstorming and observation that are used to investigate situations and discover facts and opinions. Quantitative techniques discussed include questionnaires, activity sampling, special purpose records and document analysis for gathering numeric data. The roles of a business analyst are also summarized as investigating ideas and problems, formulating options, and producing recommendations.
This document provides an overview of risk-based monitoring (RBM) for clinical trials. It discusses the history and evolution of RBM, which originated from quality by design principles. The document outlines an 8-step RBM methodology involving assessing risks, determining key risk indicators and performance thresholds, defining response plans, communication plans, and adjusting the plan based on monitoring results. It also discusses how electronic tools can facilitate remote, centralized RBM using metrics and dashboards. The role of clinical research associates is shifting from on-site monitoring to focusing monitoring efforts based on risk-driven data.
This affects the quality of software and increases the production cost of ... effectiveness of every method, it is useful to select the particular elicitation
http://www.imran.xyz
The document discusses various aspects of requirements engineering including processes, techniques, challenges, and importance. It describes requirements elicitation, analysis, specification, validation, and management. Key points covered include feasibility studies, types of requirements, characteristics of good requirements, requirements traceability and evolution. Diagrams like use cases, activity diagrams and data flow diagrams are presented as examples of requirements specification outputs.
The document provides an overview of Module Seven of an Incident Analysis Learning Program on recommendations management. The module aims to help participants develop high-impact recommended actions, manage recommendations effectively, and explore tools to prioritize and monitor recommendations. It covers developing recommendations using SMART criteria, managing the recommendation process through tracking, assigning owners, and assessing effectiveness. The agenda includes a knowledge expert, practice examples, and a facilitated discussion for participants to learn from each other.
This document defines assessment as determining an individual's competence against set standards through collecting evidence of their performance. It outlines different types of assessment including criterion-referenced and norm-referenced assessment. The purpose, principles, evidence requirements, and roles in assessment are discussed. Key points covered include defining competence, features of competency-based assessment, benchmarks, who can assess, and developing assessment plans.
Similar to Use Of A Claims Triage Workshop To Choose An Analysis Method (20)
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Use Of A Claims Triage Workshop To Choose An Analysis Method
1. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE
AN ANALYSIS METHOD
CDR 637
Monday, June 20, 2011
11:15 a.m. – 12:15 p.m.
Chris Carson, PSP, CCM, PMP
Robert Kelly, Jr., PSP, CFCC, PMP
2. Chris Carson, PSP, CCM, PMP
• Corporate Director of Project Controls, Alpha Corporation
– Responsible for standards, processes, and procedures for a team of schedulers, analysts, and project
managers in multiple office locations, as well as analysis, work product, and testimony
– Developed and manages the in-house project controls training program at Alpha
• Certifications:
– PSP (Planning & Scheduling Professional – AACEi)
– CCM (Certified Construction Manager - CMAA)
– PMP (Project Management Professional – PMI)
• University: University of Virginia, Mechanical Engineering, 1972
• Professional Field: 38 years of experience in Construction Management Services specializing in
Scheduling, Schedule Analysis, Estimating, Claims
• Active in AACEi (Association for the Advancement of Cost Estimating International)
– Author of Recommended Practices in Scheduling & Forensic Schedule Analysis RP
• Active in PMI (Project Management Institute) College of Scheduling
– Vice President of Scheduling Excellence
– Managing Director for SEI (Scheduling Excellence Initiative) writing Best Practices and Guidelines for
Scheduling and Schedule Impact Analysis
– Serving on team writing Best Practices for Scheduling for GAO
• Active in CMAA (Construction Management Association of America)
– Served on committee revising Time Management Chapter of CMAA’s CM Standards of Practice
• Active in Planning Planet (global planning association)
– Chief Editor for US, writing Planner Users’ Guide, developing accreditation Guild for planners
• Something you don’t know about me: I’m a glider co-pilot, see picture
2
2
3. Robert Kelly, Jr., PSP, CFCC, PMP
• Degree:
– BA, English
• University:
– The College of William & Mary, 1990
• Years of Experience:
– 21 years experience, combined project management and consulting services; partnering
facilitation , neutral dispute resolution
• Professional Field:
– Construction project management, project controls, scheduling; vertical and horizontal
construction, projects $300k - $92m
– Claims evaluation and response; dispute resolution and litigation support
• Certifications:
– PSP (Planning & Scheduling Professional – AACEi)
– CFCC (Certified Forensic Claims Consultant)
– PMP (Project Management Professional – PMI)
• Something you do not know about me:
– Married to Lisa. Father to Emma Grace (7), Sarah Jane (4) and soon-to-arrive John Curtis (Kelly,
Sr.’s grand-children #2, #4 and #8)
3
4. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
• AACEI Recommended Practice 29R-03 “Forensic Schedule
Analysis” properly notes that there are a number of factors to
consider in choosing a method of analysis in a time-related
dispute
• The presenters have developed a process that they have
called a “Claims Triage” for use in evaluating every new
dispute resolution assignment, organized and guided by a
checklist and procedures.
4
5. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Why have a Claims Triage to Choose an Analysis Method?
• Variety of methods available – which is best?
• Broad consideration from multiple participants with different experiences
• Apply lessons learned
• Training and mentoring
• Choice of methodology is carefully considered and documented for use in the
analysis, well before the analysis begins.
5
6. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Claims Triage Process
• Process involves a team approach
• Commitment to RP 29R-03 Forensic Schedule Analysis, Section 5 “Choosing a
Method”
• Team assignments based on experience
• Importance of objective viewpoint during document management, review and
analysis
• Lead Consultant is assigned
6
7. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Information Needed for the Triage Session
• Lead Consultant is responsible for coordination of triage meeting
• Structure and conduct of the meeting is dependent on information developed
prior to meeting
• See Checklist A “First Meeting Interview with Dispute Resolution Client” for
information necessary
– Project Facts
– Dispute Facts
– Legal Facts
– Source Documents and Data Validation
• Engagement and Triage Information: chicken or the egg?
7
8. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Information Needed for the Triage Session
• Project Facts
– parties/stakeholders
– project type and description
– project location
– contract value
– bid, start, completion dates
– current project status – cost and schedule
8
9. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Information Needed for the Triage Session
• Dispute Facts
– an understanding of the dispute
– size of the dispute
– start of dispute
– duration of the dispute
– prior dispute communications
– current dispute documentation/tracking efforts
9
10. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Information Needed for the Triage Session
• Legal Facts
– Litigation calendar
– contract claims process
– prior claim communications
– current status of claim
– any rebuttal arguments known at this time
– any risks from counterclaims
10
11. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Information Needed for the Triage Session
• Source Documents and Data Validation
– contract
– plans and specifications
– project baseline schedule
– schedule update
– as-built information and accuracy
– contemporaneous validation sources (daily field reports, time cards, etc)
– Detailed bid estimate
– Job Cost Reports
– Requests for Information
– Change Orders
– Internal client analyses or reports
11
12. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Information Needed for the Triage Session
• Tasking and Budgeting
– Timeline for performance of the analysis
– Interim deliverables
– Budgetary constraints
– Methodology discussion
– Initial estimate of effort
– Client directive(s)
12
13. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Expected Outcome from the Triage Session
• Eliminate potential methodologies
• Focused need on missing information
• Better-performance of final methodology selection
• Quality Control in process of methodology selection
• Confidence in methodology selection
13
14. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session
• Distribute information prior to Triage
– Documents acquired to date
– Summary of dispute
– Client-interview information
– Other “First Meeting Interview with the DR Client” information
• The earlier the better
• Well-briefed team = more effective Triage
14
15. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session
• Review Project and Case Background
– Client overview
– Project summary
– Disputed issues summary
– Availability & legitimacy of baseline & updates
– Availability & legitimacy of documents
15
16. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session
• Open Floor to Q&A from Triage team
– Information validation
– Identification of conflicts
– New questions and perspectives
– Identify missing information
– Guide for follow-up
• Now the Triage Team is ready to discuss the factors to
consider for the choice of methodology
16
17. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Contract Requirements
– Review the contract for stipulated method for forensic analysis or a method
for proving entitlement to time related compensation.
– Critical Path Methodology?
– Prospective or Retrospective: does specified methodology address either,
both or neither?
– Triage session must establish and discuss contract provisions
17
18. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Purpose of the Analysis
– “…quantify delay, determine causation, and assess responsibility for such
delay…”
– Assess financial consequences for delay
– Disruption impacts?
18
19. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Source Data and Reliability
– Certain methodologies cannot be performed without certain data
– Data set must be appropriate for method
– Reliability is as important as existence
– Data set must be consistent, complete, accurate
– Triage may establish need for further investigation of data existence and
reliability
19
20. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Size of the Dispute
– Cost of analysis must be commensurate with the risk to the client
– The Lead should attempt to understand what the negative risks and gains
are to the client and case
– Will cost of methodology consume most of or exceed potential gain?
– Is direct negotiation without independent analysis more appropriate?
– The methodology chosen must be limited to one of those that can be done
inexpensively but is still appropriate for the situation.
20
21. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Complexity of the Dispute
– The Lead should have an understanding of both the Project and the
issues in dispute.
– If the project is complex with large schedules and long project
durations, the analysis choice will likely be more limited
– Complexity can include the number and definition of interim, as well
as the need for specific technical background knowledge
– A decision by the Lead to withdraw could ensue
– The is one area where the lessons learned from the triage team can
provide very insightful feedback and raise concerns that might not be
obvious to individual analysts.
21
22. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Budget for Forensic Schedule Analysis
– The claims triage is an appropriate place to determine if the
budget allowed for analysis is sufficient
– It is one of the data points that should be collected from the
client
– The lead can direct the discussion to determine if the budget
seems reasonable
– It is important that the issue of approximate costs for analysis
on the discussion table.
22
23. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Budget for Forensic Schedule Analysis
– If there is any indication that the budget might be insufficient
for the task, now is the time to establish that concern.
– If the Team determines the Project is appropriate and there is a
legitimate and appropriate methodology, the Lead should open
the discussion about rough costs to perform the analysis, so he
or she is armed with an approximate range of costs for later
discussions with the client.
23
24. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Time Allowed for Analysis
– The allowable time determined by the client will factor very much into the selection
of an appropriate methodology.
– The time frame should incorporate:
• document review
• data validation
• time for research
• meetings with the construction team for interviews
• verification of facts in dispute
• development of the analysis and associated edits
• Alternate Dispute Resolution (ADR) calendar
• Trial calendar (ID experts, expert report production, response, deposition, etc.)
24
25. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Expertise of the Analyst and Resources Available
– During triage, Lead should address all expertise needs to develop the analysis and to
testify in the case
– The triage Lead should develop an understanding of the technical support available
from the full company resources, and make some initial determinations about team
composition.
25
26. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Forum for Resolution and Audience
– The triage lead will have discussed the forum for adjudication with the client prior to the
conduct of the triage work shop. It would have been inclusive in the answers to the “First
Meeting Interview with Dispute Resolution Client”.
– We believe it’s appropriate to treat every analysis matter as ”going to trial” and prepare
accordingly. This establishes a presumption of a higher level of scrutiny accorded to our
selection and implementation of methodology.
26
27. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Legal or Procedural Requirements
– The Lead should be fully briefed by client counsel regarding venue of the
trier of fact.
– Sound methodologies generally survive varying venues.
– Certain venues require atypical consideration
27
28. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Past History/Methods and What Method Opposition is Using
– Triage discusses any history with parties and methodologies
• Methodology
• Technical competence
• Results
– Examine friend and foe history
28
29. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Choosing an Analysis Methodology
• Discuss Elimination of Methodologies
– Immediate elimination due to Factors
– Transition from easy elimination to in-depth discussion to elimination
29
30. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
The Triage Session:
Choosing an Analysis Methodology
• Recommend Methodology
– Methodologies surviving elimination round
– General methodology type
– Specific implementation
– Challenges to implementation
– Steps to address challenges
30
31. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE AN ANALYSIS METHOD
Conclusion
• Document triage effort
• Empirical support for decision-making
• Application of lessons learned
• Targeted need for information
• Prepare for next meeting with client
• Efforts and resources: assignment
• Guided performance
• Effort confidence
• Training and mentoring
31
33. Practice Triage Session
The Triage Session
• Review Project and Case Background
– General Contractor client – Design-Bid-Build delivery
– Construction of new high school
– Disputed issues summary
• Foundation problems
• Slow shop drawing submittals
• Pre-engineered building problems
• Contractor production problems
• IT re-design issues
• Utility changes
33
34. Practice Triage Session
The Triage Session
• Review Project and Case Background
– Availability & legitimacy of baseline & updates
• Baseline approved
• Monthly updates produced, no response about approvals
– Availability & legitimacy of documents
• Daily field reports reasonably detailed
• Meeting minutes haphazard
• Correspondence file light
• RFI, Change Estimate and Change Order logs available
• Monthly invoices available
• Several TIAs submitted contemporaneously
34
35. Practice Triage Session
• Schedule Log
Chron Activity Critical Update Window Size Project Duration Remain. Time
File Name Start Date Data Date Early Finish Cum Delay Notes
Order Count Activities (cd) (cd) (cd)
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 578 29 0 N/A 467 467 baseline DC 2003
580 83 0 N/A
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 467 467 revised baseline DC Hodges 03
578 61 92
16-Jul-08 15-Apr-09 16-Jul-09 10-Aug-10 10 482 390 Revised baseline (Zero Progress)
9-Mar-09 50 0 N/A
15-Apr-09 15-Apr-09 26-Jul-10 571 467 467 Baseline Revisions DC 03
50 0 N/A
15-Apr-09 15-Apr-09 15-Apr-09 26-Jul-10 571 467 467 Baseline Final
1
#VALUE! 16
15-Apr-09 1-May-09 N/A #VALUE!
DESIGN 8 8 Design Issues Schedule
19-Oct-09 19-Oct-09 29-Sep-10 112 65 171
15-Apr-09 571 532 345 Update October 19, 2009
2
4-Dec-09 4-Dec-09 91 46
15-Apr-09 571 558 325 Update December 04, 2009
3 25-Oct-10 133
4-Dec-09 15-Apr-09 4-Dec-09 9-Dec-10 571 221 136 0 603 370 Update December 04, 2009, with Glenwood
3
21-Jan-10 21-Jan-10 15-Dec-10 212 142 48
15-Apr-09 571 609 328 January Update 2010
4
154 41
15-Apr-09 571 621 299
5 3-Mar-10 3-Mar-10 27-Dec-10 213 February Update 2010
154 77
15-Apr-09 571 621 222
6 19-May-10 19-May-10 27-Dec-10 127 May update 2010
133 44
15-Apr-09 571 600 157
7 2-Jul-10 2-Jul-10 6-Dec-10 134 June Update 2010
144 26
15-Apr-09 571 611 142
8 28-Jul-10 28-Jul-10 17-Dec-10 185 July Update 2010
172 0
15-Apr-09 28-Jul-10 639 170
IT 14-Jan-11 577 185 IT Claim with July Update
199 65
15-Apr-09 571 534 266
9 1-Oct-10 1-Oct-10 10-Feb-11 113 September Update 2010
227 2
15-Apr-09 3-Oct-10 694 158
TANK 10-Mar-11 576 114 Day Tank Claim with Sept Update
213 31
15-Apr-09 571 680 113
10 3-Nov-10 3-Nov-10 24-Feb-11 82 October Update 2010
219 37
15-Apr-09 571 686 82
11 10-Dec-10 10-Dec-10 2-Mar-11 62 November Update 2010
210 67
15-Apr-09 571 677 6
12 15-Feb-11 15-Feb-11 21-Feb-11 18 January Update 2011
256 31
15-Apr-09 571 723 21
13 18-Mar-11 18-Mar-11 8-Apr-11 6 February Update 2011
295 39
15-Apr-09 571 762 21
14 26-Apr-11 26-Apr-11 17-May-11 6 March/April Update 2011
35
36. Practice Triage Session
• Schedule Log
Chron Activity Critical Update Window Size Project Duration Remain. Time
File Name Start Date Data Date Early Finish Cum Delay Notes
Order Count Activities (cd) (cd) (cd)
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 578 29 0 N/A 467 467 baseline DC 2003
580 83 0 N/A
6-Jul-09 15-Apr-09 15-Apr-09 26-Jul-10 467 467 revised baseline DC Hodges 03
578 61 92
16-Jul-08 15-Apr-09 16-Jul-09 10-Aug-10 10 482 390 Revised baseline (Zero Progress)
9-Mar-09 50 0 N/A
15-Apr-09 15-Apr-09 26-Jul-10 571 467 467 Baseline Revisions DC 03
50 0 N/A
15-Apr-09 15-Apr-09 15-Apr-09 26-Jul-10 571 467 467 Baseline Final
1
#VALUE! 16
15-Apr-09 1-May-09 N/A #VALUE!
DESIGN 8 8 Design Issues Schedule
19-Oct-09 19-Oct-09 29-Sep-10 112 65 171
15-Apr-09 571 532 345 Update October 19, 2009
2
4-Dec-09 4-Dec-09 91 46
15-Apr-09 571 558 325 Update December 04, 2009
3 25-Oct-10 133
4-Dec-09 15-Apr-09 4-Dec-09
Note – Activity Count does not change within updates
9-Dec-10 571 221 136 0 603 370 Update December 04, 2009, with Glenwood
3
21-Jan-10 21-Jan-10 15-Dec-10 212 142 48
15-Apr-09 571 609 328 January Update 2010
4
154 41
15-Apr-09 571 621 299
5 3-Mar-10 3-Mar-10 27-Dec-10 213 February Update 2010
154 77
15-Apr-09 571 621 222
6 19-May-10 19-May-10 27-Dec-10 127 May update 2010
133 44
15-Apr-09 571 600 157
7 2-Jul-10 2-Jul-10 6-Dec-10 134 June Update 2010
144 26
15-Apr-09 571 611 142
8 28-Jul-10 28-Jul-10 17-Dec-10 185 July Update 2010
172 0
15-Apr-09 28-Jul-10 639 170
IT 14-Jan-11 577 185 IT Claim with July Update
199 65
15-Apr-09 571 534 266
9 1-Oct-10 1-Oct-10 10-Feb-11 113 September Update 2010
227 2
15-Apr-09 3-Oct-10 694 158
TANK 10-Mar-11 576 114 Day Tank Claim with Sept Update
213 31
15-Apr-09 571 680 113
10 3-Nov-10 3-Nov-10 24-Feb-11 82 October Update 2010
219 37
15-Apr-09 571 686 82
11 10-Dec-10 10-Dec-10 2-Mar-11 62 November Update 2010
210 67
15-Apr-09 571 677 6
12 15-Feb-11 15-Feb-11 21-Feb-11 18 January Update 2011
256 31
15-Apr-09 571 723 21
13 18-Mar-11 18-Mar-11 8-Apr-11 6 February Update 2011
295 39
15-Apr-09 571 762 21
14 26-Apr-11 26-Apr-11 17-May-11 6 March/April Update 2011
36
40. Practice Triage Session
• Chart Cumulative Delays
Period of possible concurrent submittal problems
40
41. Practice Triage Session
• Chart Cumulative Delays – Note any general issues/concerns
Shows two schedules with same data date & different EF dates
Could be acceleration or mistake, but worthy of investigation during triage?
41
42. Practice Triage Session
• Chart Cumulative Delays – Identify specific delay/acceleration concerns
No overall delay due to IT design
42
43. Practice Triage Session
• Chart Cumulative Delays – Identify specific delay/acceleration concerns
Period of possible concurrent production problems
43
44. Practice Triage Session
• Chart Cumulative Delays
Period of possible concurrent production problems
No overall delay due to IT design
Period of possible
concurrent submittal
problems
Shows two schedules with same data date & different EF dates
44
45. Practice Triage Session
• Chart Cumulative Delays
– Only provides very simplified overview for discussion
– Can show if analysis will be dealing with simple delay
– Helps expose more complicated analysis needs
• Acceleration/mitigation
• Concurrency
• Disruption?
45
46. Practice Triage Session
The Triage Session
• Open Floor to Q&A from Triage team
– Hold questions here for when we go through the specific
factors
• Now the Triage Team is ready to discuss the factors to
consider for the choice of methodology
46
47. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Contract Requirements
– Contract documents specify contemporaneous prospective TIAs
– Contract is silent on forensic analysis methodologies
– Contract stipulates project duration
– Contract stipulates project schedule must run from NTP to CCD
47
48. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Purpose of the Analysis
– Quantify delays
– Determine causation
– Assess responsibility for delays
– Review concurrency – potential overlapping responsibilities for delay
– Used for negotiations
48
49. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Source Data and Reliability
– Schedules appear OK
• Baseline approved
• Updates not approved or disapproved, but used for
contemporaneous project management
– Little information about project progress meetings
– Little correspondence from Contractor
– More correspondence from Owner but still light
49
50. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Size of the Dispute
– Claim entitlement believed by contractor
• $220,000
– Liquidated Damages risk - $600/day – 300j days delay
• $180,000
– Swing of risk costs
• $400,000
50
51. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Complexity of the Dispute
– High school project – straightforward construction
– Complexity of issues
• Foundations problem – simple
• Pre-engineered building –may require some engineering
evaluation
• Submittals issue – simple
• Production issue – requires resource data
• IT redesign may require technical assistance
• Utilities changes - straightforward
51
52. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Budget for Forensic Schedule Analysis
– Contractor first reaction - doesn’t want to spend over $50,000
– Using $180/hour for Analyst
• Supports 7 weeks at that maximum cost
• Reduce max by 3 weeks for meetings, contingency
• Budget permits ~4 weeks of analysis
52
53. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Time Allowed for Analysis
– Contractor wants analysis done in 4 weeks – 20 days – ready to
meet with Owner
• 2 days - document review
• 1 day - data validation
• 8 days - time for research
• 1 day - meetings with the construction team for interviews
• 2 day - verification of facts in dispute
• 6 days - development of the analysis and associated edits
53
54. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Expertise of the Analyst and Resources Available
– Expert and team has experience in observational and modeled analyses
– No experience in subtractive modeling (sorry, Andrew)
– Workload is moderate, lead analyst and staff available
54
55. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Forum for Resolution and Audience
– Analysis designed for negotiation with Owner and Owner’s CM
– Informal meeting, no rules
– Owner’s CM is knowledgeable about forensic analysis (OK, we know, just
take this on trust)
– Owner is generally fair if case can be proven, but bar for convincing Owner
is fairly high
55
56. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Legal or Procedural Requirements
– Moderate potential for need to go to litigation
– Contract calls for litigation, not arbitration
– Mediation may be first step in path to litigation
56
57. Practice Triage Session
The Triage Session:
Factors to Consider in Choosing an Analysis Methodology
• Past History/Methods and What Method Opposition is Using
– Methodology
• CM uses forensic consultant who prefers additive modeling
– Technical competence
• CM’s consultant and CM historically have fairly low level of
competence in forensic analysis
• Owner has minimum level of technical competence
– Results
• CM’s consultant has weak litigation success history
57
58. Practice Triage Session
The Triage Session:
Choosing an Analysis Methodology
• Discuss Elimination of Methodologies
– Lack of experience
• Eliminate MIP 3.8/3.9 Subtractive modeling (collapsed as-built)
• Questions
– How does negotiation venue affect choice?
• Can perform simpler analysis? How simple?
• Analysis must still be capable of expansion into litigation ready?
– Eliminate MIP 3.6 – Modeled additive single base (IAP)
» Ignores changing nature of critical path
» Cannot show concurrency
» Will likely show very different results than other methods
» Highly unlikely to prevail in court
58
59. Practice Triage Session
The Triage Session:
Choosing an Analysis Methodology
• Discuss Elimination of Methodologies
– How does opposition consultant’s preference for additive modeling affect?
• More likely to choose additive modeling? - working in same
method
• Less likely to choose additive modeling? – prefer not to get into
methodology comparison arguments
59
60. Practice Triage Session
The Triage Session:
Choosing an Analysis Methodology
• Discuss Elimination of Methodologies
– What about opposition’s weak history?
• Use of MIP 3.6 Modeled additive multi-base (Retro TIA)
– Eliminate modeled additive multiple base (MIP 3.7)
» Document availability and validation need similar to MIP 3.3/3.4 (CPA)
» Cannot show concurrency or pacing
» Modeled approach more subjective than observational
» Increases challenges over observational approaches
» Takes more time and cost more than observational
60
61. Practice Triage Session
Choosing an Analysis Methodology
• Recommend Methodology
– Methodologies surviving first elimination round
• MIP 3.1/3.2 – Observational static gross/periodic (APAB)?
• MIP 3.3/3.4 – Observational dynamic as-is/split (CPA)?
• MIP 3.5 – Observational dynamic recreated (Modified CPA)?
– General methodology type discussion
• Unlikely to need to recreate updates since they were used
– Eliminate MIP 3.5
• Presence of usable/contemporaneous updates
– Eliminate MIP 3.1/3.2
• Activity count did not change in updates
– Eliminate MIP 3.4 – likely no logic changes – can still choose later
61
62. Practice Triage Session
The Triage Session:
Choosing an Analysis Methodology
• Recommend Methodology
– Observational
• Specific implementation
– Choose MIP 3.3 – Observational dynamic as-is (CPA)
• Challenges to implementation
– “To yield accurate results, critical aspects of the contemporaneous schedule updates used in
the analysis must be validated as accurate both in reported progress to date and in the
network’s representation of contemporaneous means and methods”
– “ The method is strengthened if it can be shown that the project participants considered or
used the contemporaneous schedules in constructing the project”
– “Cannot be implemented if contemporaneous schedule updates do not exist “
• Will need to validate the updates during implementation for both the as-built
and current as-planned condition
62
63. USE OF A CLAIMS TRIAGE WORKSHOP TO CHOOSE
AN ANALYSIS METHOD
CDR 637
Questions?
Chris Carson, PSP, CCM, PMP
Robert Kelly, Jr., PSP, CFCC, PMP