The document discusses minimizing mistakes made by expert witnesses. It provides a checklist of 48 potential mistakes expert witnesses could make, such as not taking time to think before speaking, guessing or estimating instead of admitting they don't know, and contradicting themselves. It also discusses best practices for expert witnesses, such as practicing for video depositions, dressing conservatively, and avoiding distractions. The document is presented by several professionals in project management and litigation support.
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.
The document provides guidance for subcontractors on commercial project management issues including: clear communication is important; differences between commercial and residential work; the bidding and contracting phase including reviewing plans and specifications; the subcontractor bid process; relevant specification sections; submitting clear bid proposals; notes on subcontracts and boilerplate language; the importance of submittals; schedule considerations including critical path, total float, and acceleration; project management and change management processes; safety regulations; and insurance, bonds, and payment processes.
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.
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 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.
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.
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.
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.
The document provides guidance for subcontractors on commercial project management issues including: clear communication is important; differences between commercial and residential work; the bidding and contracting phase including reviewing plans and specifications; the subcontractor bid process; relevant specification sections; submitting clear bid proposals; notes on subcontracts and boilerplate language; the importance of submittals; schedule considerations including critical path, total float, and acceleration; project management and change management processes; safety regulations; and insurance, bonds, and payment processes.
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.
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 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.
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.
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.
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.
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 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.
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.
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 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.
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.
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.
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.
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.
DCI's Andy Levine, President & Chief Creative Officer and colleague Katrina DeBor, Director of DCI's Prospect Development/Qualification Division will share twelve success tactics in opening the right doors to the right executives. Key takeaways from the presentation include 12 investment attraction strategies.
1) The document discusses conducting internal investigations within companies. It covers topics such as when internal investigations are triggered, how to conduct them, and whether an independent committee is needed to oversee the investigation.
2) Preserving and collecting relevant documents, data, and emails is an important initial step of any internal investigation. Companies must act quickly to preserve electronic and physical records.
3) The scope of the investigation should be clearly defined in writing, but may need to be expanded as more information is uncovered. Keeping the investigation narrowly focused can help ensure it is effective.
Are your expert reports comprehensive, coherent, and defensible? This presentation highlights why you should embrace "Ethical Influence" as a means to displace bias and indecision and lists the Six Soft Spots in Expert Reports that you must avoid.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
Save your blushes - and your margins.
Consultancy is changing as client needs change - and as business practices modernize.
This report breaks with orthodoxy and shows you the new pathways to consulting success.
2012 sept property information managers forumNeil Infield
The British Library Business & IP Centre provides resources and services to help people develop, launch, and grow businesses. It offers online market research reports and industry guides, workshops on business topics, and free one-on-one advice from experts. The Centre has welcomed over 300,000 visitors since opening in 2006 and delivered over 3,000 workshops and training sessions. It aims to support entrepreneurs, innovators, and small businesses at all stages.
positioning of HR to create value by sumit mukherjeesumit mukherjee
1) Actual company values are shown through who gets rewarded, promoted, or let go, not nice-sounding value statements.
2) Large companies value behaviors like good judgment, communication, impact, curiosity, and innovation in colleagues.
3) As companies grow, they tend to curtail employee freedom and become more bureaucratic to manage complexity, which drives out talented employees and hinders adaptability.
Business Analysts as Internal Consultants - Emma langman IIBA UK Chapter
The document discusses 7 reasons why business analysts are not taken as seriously as they should be and provides recommendations to address this. The 7 mistakes are: 1) not realizing their role as an internal consultant, 2) improper focus on people, 3) lacking strategic and commercial skills, 4) improper use of project management skills, 5) not focusing on core responsibilities, 6) lack of direction, and 7) not utilizing their expertise. The prescription includes learning practical theory, building networks and reputation, and becoming an internal consultant by understanding consulting roles and developing core competencies.
2012 sept property information managers forumNeil Infield
The British Library's Business & IP Centre provides resources and services to help entrepreneurs, innovators, and business researchers with inspiration, protecting ideas, and developing businesses. It offers a range of online and physical resources, workshops and training sessions, and opportunities for advice from experts. The Centre has welcomed nearly 300,000 visitors since opening in 2006 and aims to support London's business community.
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.
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 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.
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.
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 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.
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.
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.
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.
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.
DCI's Andy Levine, President & Chief Creative Officer and colleague Katrina DeBor, Director of DCI's Prospect Development/Qualification Division will share twelve success tactics in opening the right doors to the right executives. Key takeaways from the presentation include 12 investment attraction strategies.
1) The document discusses conducting internal investigations within companies. It covers topics such as when internal investigations are triggered, how to conduct them, and whether an independent committee is needed to oversee the investigation.
2) Preserving and collecting relevant documents, data, and emails is an important initial step of any internal investigation. Companies must act quickly to preserve electronic and physical records.
3) The scope of the investigation should be clearly defined in writing, but may need to be expanded as more information is uncovered. Keeping the investigation narrowly focused can help ensure it is effective.
Are your expert reports comprehensive, coherent, and defensible? This presentation highlights why you should embrace "Ethical Influence" as a means to displace bias and indecision and lists the Six Soft Spots in Expert Reports that you must avoid.
The document discusses interfacing and influencing skills that are core to being an effective consultant. It provides tips on active listening, interviewing, establishing relationships, and handling questions to help with interfacing. Influencing skills discussed include persuading, negotiating, addressing different perspectives rationally and emotionally, creating a sense of urgency, transferring ownership, identifying others' motives and needs, and overcoming barriers. The document emphasizes the importance of these skills and provides guidance on practicing them, including through "hallway chats" with clients.
Save your blushes - and your margins.
Consultancy is changing as client needs change - and as business practices modernize.
This report breaks with orthodoxy and shows you the new pathways to consulting success.
2012 sept property information managers forumNeil Infield
The British Library Business & IP Centre provides resources and services to help people develop, launch, and grow businesses. It offers online market research reports and industry guides, workshops on business topics, and free one-on-one advice from experts. The Centre has welcomed over 300,000 visitors since opening in 2006 and delivered over 3,000 workshops and training sessions. It aims to support entrepreneurs, innovators, and small businesses at all stages.
positioning of HR to create value by sumit mukherjeesumit mukherjee
1) Actual company values are shown through who gets rewarded, promoted, or let go, not nice-sounding value statements.
2) Large companies value behaviors like good judgment, communication, impact, curiosity, and innovation in colleagues.
3) As companies grow, they tend to curtail employee freedom and become more bureaucratic to manage complexity, which drives out talented employees and hinders adaptability.
Business Analysts as Internal Consultants - Emma langman IIBA UK Chapter
The document discusses 7 reasons why business analysts are not taken as seriously as they should be and provides recommendations to address this. The 7 mistakes are: 1) not realizing their role as an internal consultant, 2) improper focus on people, 3) lacking strategic and commercial skills, 4) improper use of project management skills, 5) not focusing on core responsibilities, 6) lack of direction, and 7) not utilizing their expertise. The prescription includes learning practical theory, building networks and reputation, and becoming an internal consultant by understanding consulting roles and developing core competencies.
2012 sept property information managers forumNeil Infield
The British Library's Business & IP Centre provides resources and services to help entrepreneurs, innovators, and business researchers with inspiration, protecting ideas, and developing businesses. It offers a range of online and physical resources, workshops and training sessions, and opportunities for advice from experts. The Centre has welcomed nearly 300,000 visitors since opening in 2006 and aims to support London's business community.
1. The document discusses how to "fail successfully" by learning from failures and persisting through challenges. It provides examples from the speaker's experience with Monitor110 and Stocktwits.
2. Monitor110 failed due to lack of leadership, being too internally focused rather than customer-driven, and raising too much money too early. These lessons helped in building Stocktwits.
3. Stocktwits has focused on having a single clear leader, separating development from product, building for customers from the start with minimal funding, and remaining focused on core priorities and customers. Persistence and learning from failures can lead to eventual success.
This document provides an overview and tips for using LinkedIn. It begins by explaining that LinkedIn is a professional networking tool and website, not a social network like Facebook. It then discusses why professionals, job seekers, recruiters, and entrepreneurs use LinkedIn. The document provides guidance on creating an effective profile, connecting with others, utilizing search functions, participating in groups, and ways to make LinkedIn work for the user's objectives. It emphasizes growing one's professional network for improved searching and opportunities. Tips include customizing one's profile, writing recommendations, and understanding different levels of connections.
User requirements interviews often go wrong when designers fail to properly understand user work contexts. Mistakes include not observing users in the field, accepting non-user representatives, and not getting low-level work details. To get useful data, designers must see live or retrospective work, use "magic words" to elicit specifics, and assume a partnership role rather than acting as interrogators. Even one good field interview provides better insights than none.
The document provides tips to improve pitching skills and increase the chance of winning new business. It outlines 10 common mistakes made in pitches, such as not researching the client, relying too heavily on presentations, and focusing too much on yourself instead of the client. It then describes best practices for pitch preparation, including thoroughly understanding the client's needs, addressing all of their concerns, developing an elevator pitch, crafting clear key messages and structure, practicing answers to tough questions, and rehearsing properly with experts. The final section encourages contacting the presentation experts at Benjamin Ball for help improving pitch materials, preparation, and performance to boost a pitch win rate.
Presentation on April 28, 2009 in San Francisco at the Inbound Marketing Summit.
It's so obvious what you need to do -- the audience is there, you've got the technology lined up, and a vision of the utopia that your social strategy is going to create. The only problem: the curmudgeon in the corner office. S/he just doesn't get it! This session will examine the typical objections to a social media strategy, layout a process to follow to address those objections, and provide best practices to turn that curmudgeon into your greatest advocate.
Georgia Tech - the Top Ten Truths About Startups 2-2002Bill Nussey
The document provides a summary of 10 truths about startups according to Bill Nussey, CEO of Silverpop Systems. Some of the key truths discussed include: focusing on execution and choosing the right business model are more important than ideas; raising money is difficult and takes a long time; control of a startup is often a myth; and success ultimately comes down to luck and being opportunistic. The overall message is that successful startups are built through focus, execution, and choosing the right people and investors.
The State of User Research - Zack Naylor - REcon 18UX INXS
There’s a lot going on in the world of user research! We’ve heard about DesignOps, ResearchOps and more, but it can be tough to make sense of the emerging trends and tactics all in one place. This talk will share insights from our popular Aurelius podcast with industry leaders as well as the global open source movement of ResearchOps. I’ll also share real world “behind the scenes” examples of how we’re applying these trends, tactics and advice from the community to build and improve our very own user research and insights tool, Aurelius. Key take aways from this talk are: - What is DesignOps and ResearchOps and what it means for you as a user researcher - The most common themes, advice and tactics from industry leaders in research today - A real world look behind the scenes at how Aurelius is applying all this in building a user research and insights tool.
Creativity and innovation ( keys to entrepreneurial success) Sara Elhadidy
The document discusses creativity and innovation in small businesses. It defines creativity as developing new ideas and looking at problems in new ways, while innovation is applying creative solutions. Six enablers of small business innovation are identified as passion, customer connection, agility, experimentation, limited resources, and collaboration. Innovations can be reactive, proactive, revolutionary, or evolutionary. The creative process involves seven steps - preparation, investigation, transformation, incubation, illumination, verification, and implementation. Various techniques for enhancing individual and organizational creativity are also provided.
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.
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.
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.
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.
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.
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.
Use Of A Claims Triage Workshop To Choose An Analysis MethodChris Carson
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.
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.
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.
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.
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.
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.
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.
Mitigation Of Risks In Using Parallel SchedulesChris Carson
Some Contractors like to operate with dual schedules, a production schedule for managing the subcontractors, and a contract schedule to present to the owner. There are a number of risks in this approach, and this presentation addresses those risks.
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.
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
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.
2. Minimizing Expert Witness Mistakes
Chris Carson, PSP, CCM Mark Boe, P.E., PSP
Corporate Director of Project Controls Vice President
Alpha Corporation Capital Project Management, Inc.
Phil Apprill Fred Plotnick, P.E.,
President Esq.
Apprill Resources, Inc. President, RDCM
3. 3
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
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“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
5. 5
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
6. 6
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
7. 7
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
8. 8
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
9. 9
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
10. 10
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
11. 11
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
12. 12
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
13. 13
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
14. 14
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
15. 15
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
16. Checklist - Expert Witness Mistakes
1. Not taking time to think before speaking
2. Not telling the truth, simply and directly
3. Answering without understanding the question
4. Not correcting attorney’s to think before speaking
Not taking time restatements of previous testimony
5. Characterizing testimony, using “in and candor”, “honestly”,
Not telling the truth, simply all directly
“doingAnswering without understanding the question
the best I can”
6. Not avoiding superlatives such as “I of previous testimony ”
Not correcting attorney’s restatements
never” or “I always
Characterizing testimony, using “in all candor”, “honestly”, “doing the best I can”
unless appropriate
Not avoiding superlatives such as “I never” or “I always” unless appropriate
7. Answering open-ended,hypothetical, or speculative questions
Answering open-ended, hypothetical, or speculative questions
8. Guessing or estimating instead of saying“I“don’t know” ”
Guessing or estimating instead of saying I don’t know
9. Explaining the thought process in in reaching answers
Explaining the thought process reaching answers
10. Not listening to to introductory clauses preceding the question
Not listening introductory clauses preceding the question
16
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
17. Checklist - Expert Witness Mistakes
11. Answering false fact or assumption questions
12. Not avoiding non-verbal answers
13. Not stopping and waiting until the attorneys are finished
14. Not listeningNot taking time objections speaking
carefully to to think before
15. Allowing the Not telling the put words in your mouth
attorney to truth, simply and directly
Answering without understanding the question
16. Playing lawyer
17. Not Not correcting attorney’s restatements of previous testimony
asking to have convoluted questions re-phrased
Characterizing testimony, using “in all candor”, “honestly”, “doing the best I can”
18. Answering to questionsas “I never” or “don’t you agree?” or
Not avoiding superlatives such
that begin, “I always” unless appropriate
Answeringtrue?”
“isn’t it open-ended, hypothetical, or speculative questions
19. Not resisting theestimating instead of helpful or attempting to
Guessing or temptation to be saying “I don’t know”
educate the attorney process in reaching answers
Explaining the thought
20. Not stopping when question is answered, volunteering
Not listening to introductory clauses preceding the question
information
17
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
18. Checklist - Expert Witness Mistakes
21. Tipping off the attorney about existence of documents he
doesn’t have
22. Fixing the attorney’s question, or correcting his question and
then answering
Not taking time to think before speaking
23. Answering questions the truth, simply and directly
Not telling about a document without reading it t
horoughlyAnswering without understanding the question
24. Attempting to analyze newly produced documents or those
Not correcting attorney’s restatements of previous testimony
Characterizing testimony, others all candor”, “honestly”, “doing the best I can”
generated by using “in
25. Making comments about a“Idocument always” unless appropriate
Not avoiding superlatives such as never” or “I outside of answering the
Answering open-ended, hypothetical, or speculative questions
question
26. Not continuing to refer to instead of saying “I don’t answering any
Guessing or estimating the document when know”
Explaining the thought process in reaching answers
questions
Not listening to introductory clauses preceding the question
27. Answering a question about a document without the
document in hand
18
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
19. Minimizing Expert Witness Mistakes
28. Listening to the tone and not the question
29. Thinking the attorney is being friendly
30. Agreeing or offering to do analysis or research or collect
documents
31. Getting uncomfortable and feeling a need to speak during
long silences
32. Getting angry
33. Arguing instead of just standing on your position
34. Giving a different answer to the same question when repeated
35. Not testifying only from your own knowledge, no hearsay
36. Being tired in deposition
37. Being imprecise
38. Being a know-it-all or cocky
39. Contradicting yourself
19
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
20. Minimizing Expert Witness Mistakes
40. Failing to take breaks when expert gets tired
41. Bringing documents to deposition without the attorney’s
knowledge
42. Waiving right to read the deposition transcript before
agreeing/signing
43. Discussing issues with others in the room (be prepared
for questioning about the conversation)
44. Having any discussions with the opposing counsel
except the weather and sports
45. Failing to review issues with counsel
1.Types of questions likely to be asked
2.Pertinent legal standards
3.Identification of privileged information
4.Update on status of pleadings and litigation
20
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
21. Minimizing Expert Witness Mistakes
46. Failing to review work product just before deposition
47. Inaccurate CVs
48. Removing documents from official file
49. Stating opinions without
1. Support of the facts and assumptions on which
opinions are based
2. Reviewing methodology employed in deriving
opinion
3. Recognizing when opinions were first formed
4. Reviewing documents used to form opinion
5. Recognizing the degree of flexibility in forming the
opinion
6. Recognizing how the opinion compares to previous
answers given
21
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
22. Minimizing Expert Witness Mistakes
1. Not practicing for video taped depositions
1. Learn techniques by practice
2. Dress conservatively
3. Learn to look directly in the camera
4. Avoid long pauses
5. Handle exhibits so they are visible
6. Shave closely/use makeup for women
7. Avoid eating, chewing gum, chewing on pens/pencils
8. Turn off pagers/phones
23. Questions/Comments
23
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.
24. Contact Information
Chris Carson, PSP, CCM
Corporate Director of Project Controls
Alpha Corporation
Chris.carson@alphacorporation.com
Mark Boe, P.E., PSP
Vice President
Capital Project Management, Inc.
mboe@cpmi.com
Phil Apprill
President
Aprill Resources, Inc.
papprill@aol.com
24
“PMI” is a registered trade and service mark
of the Project Management Institute, Inc.