This document provides an overview of a presentation on delay analysis given by Keith Tregunna, a Director at Knowles. Knowles is a wholly owned subsidiary of Hill International, a large construction consulting firm. The presentation discusses key concepts in delay analysis such as critical path analysis and the importance of proper scheduling and programming techniques according to the Society of Construction Law Delay and Disruption Protocol from 2002. It also provides background on Keith Tregunna and defines important scheduling terms used in delay analysis.
Project Controls Expo - 31st Oct 2012 - Forensic Delay Analysis The Ultimate ...Project Controls Expo
Introduction
1. Why is forensic delay analysis the ultimate test for project controls?
2. Methods of delay analysis
3. Choice of method of delay analysis
4. Demonstration of methods of delay analysis
5. Project controls, data and records for delay analysis
Session W2 - Delay Claims and Analysis Based on FIDIC Forms of ContractProject Controls Expo
The document discusses various methods for analyzing delays on construction projects, with a focus on analyzing delays according to FIDIC forms of contract. It begins by defining delay and disruption, and the purposes of extension of time clauses. It then outlines common delay analysis methodologies, including as-planned vs as-built, impacted as-planned, collapsed as-built, and time impact analysis. Finally, it summarizes FIDIC claims provisions and how they relate to extensions of time, costs, and potential claims for profit.
It Pays to Be Right: Payment in Construction ContractsFrancis Ho
This document summarizes key principles regarding payment in construction contracts under the Housing Grants, Construction and Regeneration Act 1996 in the UK. It discusses mandatory payment provisions, including requirements for adequate payment mechanisms and notices. It notes that failing to serve valid pay less notices can result in having to pay the notified sum. It also discusses issues like overpayment, making valid interim payment applications, and the need for employers to strictly follow notice requirements in order to later challenge payment amounts.
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
On February 16, construction law attorney, Mike Madigan hosted an in-house seminar discussing construction claim management + project documentation. The seminar focused on the steps to make a claim, key project documentation considerations, and dealing with a claim from the perspectives of the owner, the CM, and the subcontractor.
Claim Preparation and Project Records - 2014 Olswang Construction Law ConferenceFrancis Ho
This document summarizes the key points made in a presentation on the importance of project records for claims preparation. It discusses the record keeping requirements in standard contracts like FIDIC, JCT and NEC. To establish entitlement to claims, contemporaneous documentation is needed to show liability, loss/damage and causation. Common deficiencies include a lack of records on actual hours, costs, productivity and site progress. The presentation provides guidance on maintaining robust documentation practices like training, auditing and keeping programmes, work records, delay explanations and cost records.
A review of the concept of extension of time for construction contracts, including why it is beneficial for employers to grant extensions. Includes a look at alternatives to extension, by way of acceleration of works.
Project Controls Expo - 31st Oct 2012 - Forensic Delay Analysis The Ultimate ...Project Controls Expo
Introduction
1. Why is forensic delay analysis the ultimate test for project controls?
2. Methods of delay analysis
3. Choice of method of delay analysis
4. Demonstration of methods of delay analysis
5. Project controls, data and records for delay analysis
Session W2 - Delay Claims and Analysis Based on FIDIC Forms of ContractProject Controls Expo
The document discusses various methods for analyzing delays on construction projects, with a focus on analyzing delays according to FIDIC forms of contract. It begins by defining delay and disruption, and the purposes of extension of time clauses. It then outlines common delay analysis methodologies, including as-planned vs as-built, impacted as-planned, collapsed as-built, and time impact analysis. Finally, it summarizes FIDIC claims provisions and how they relate to extensions of time, costs, and potential claims for profit.
It Pays to Be Right: Payment in Construction ContractsFrancis Ho
This document summarizes key principles regarding payment in construction contracts under the Housing Grants, Construction and Regeneration Act 1996 in the UK. It discusses mandatory payment provisions, including requirements for adequate payment mechanisms and notices. It notes that failing to serve valid pay less notices can result in having to pay the notified sum. It also discusses issues like overpayment, making valid interim payment applications, and the need for employers to strictly follow notice requirements in order to later challenge payment amounts.
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
On February 16, construction law attorney, Mike Madigan hosted an in-house seminar discussing construction claim management + project documentation. The seminar focused on the steps to make a claim, key project documentation considerations, and dealing with a claim from the perspectives of the owner, the CM, and the subcontractor.
Claim Preparation and Project Records - 2014 Olswang Construction Law ConferenceFrancis Ho
This document summarizes the key points made in a presentation on the importance of project records for claims preparation. It discusses the record keeping requirements in standard contracts like FIDIC, JCT and NEC. To establish entitlement to claims, contemporaneous documentation is needed to show liability, loss/damage and causation. Common deficiencies include a lack of records on actual hours, costs, productivity and site progress. The presentation provides guidance on maintaining robust documentation practices like training, auditing and keeping programmes, work records, delay explanations and cost records.
A review of the concept of extension of time for construction contracts, including why it is beneficial for employers to grant extensions. Includes a look at alternatives to extension, by way of acceleration of works.
The document outlines a claim analysis for a mechanical contract for an upgrade to a mill plant that was delayed due to late equipment delivery, defective equipment, drawing revisions, and lack of access to work areas. It analyzes the causes of over 85 days of delay and over $2.8 million in damages from unpaid change orders, loss of profit, indirect costs, and loss of productivity. The contractor is submitting this claim against the engineer who terminated the $2.5 million lump sum contract with only $1.8 million in total payment.
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 compares and contrasts the FIDIC Yellow Book and Silver Book construction contracts. The Yellow Book is a design-build contract that allocates risks based on insurability and the ability to foresee and mitigate issues. The Silver Book is a fixed-price, date-certain, lump-sum turn-key contract that shifts more risks to the contractor, such as design and execution risks. Under the Silver Book, the contractor bears more risks with limited ability to claim additional time or money. As a result, the contractor will price these risks, increasing the initial contract sum, and conduct extensive due diligence. The employer needs to consider payment terms, security, liquidated damages, testing and defects liability, insurance provisions, and
N.M.Raj's Master Bootcamp - Construction Claimsrajj13
This document announces a master bootcamp on advanced construction claims practice and procedure taking place on October 10th, 2016 in Belgrade, Serbia. The bootcamp will provide practical training over key topics such as quantifying delay/prolongation costs, disruption claims, variations, underground conditions claims, and more. Attendees will receive template documents and spreadsheets for creating extension of time and disruption claims. The bootcamp is intended to equip attendees with knowledge on proving and pricing various claim types, and understanding N.M. Raj's proprietary construction claims management system.
This document provides an overview of risks in engineering, procurement, and construction (EPC) contracts and techniques for mitigating those risks. It discusses major categories of project risks for EPC contracts, including construction, financial, geographical, contractual, and project management risks. Case studies are presented to illustrate examples of risks in areas like contractor expertise, payment issues, force majeure events, and project staffing. The document concludes by outlining contractual provisions and project management strategies that owners and contractors can use to mitigate risks in EPC projects.
Construction claims, disputes and project closuresrinivas2036
This document discusses construction claims, disputes, and project closure. It begins by explaining that during project execution, issues often arise between parties that cannot be resolved, resulting in claims from contractors for time extensions or cost reimbursements. These claims can be settled amicably or become disputes if the owner does not agree. Common sources of claims include defects in contracts, site conditions differing from descriptions, scope changes, and payment delays. The document provides guidance on claim management, notification, substantiation, and resolution procedures. It also discusses mechanisms for dispute avoidance and resolution such as negotiation, mediation, arbitration, and their advantages over legal proceedings.
The document discusses claims and disputes in construction projects. It defines a claim as a request for payment or entitlements under the contract terms. Claims generally arise due to situations where a party has not fulfilled their contractual obligations. There are different types of claims such as those due to changes by the employer, delays, disruptions, defective specifications, and differing site conditions. Claims must have a basis in the contractual clauses or common law. Key contract clauses relate to areas like access to site, cooperation of parties, unforeseeable conditions, delays, testing, and taking over of works.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
Project Controls Expo - 31st Oct 2012 - Lessons Learned from an Interna.onal ...Project Controls Expo
This document summarizes a case study of an international acquisition project for a tank gun and ammunition system that had been running for 20 years. The project was facing significant delays, quality issues, low acceptance rates for trial plans, and high ammunition failure rates. The supplier company lacked proper project management oversight and there was poor engagement on scheduling, risk management, and governance. The project controls were insufficient to handle the complex international collaboration between government customers, private suppliers in the UK and France.
The document discusses key aspects of EPC contracts and the FIDIC Silver Book for major infrastructure projects. It notes that EPC contracts allocate significant risk to contractors in exchange for price and schedule guarantees. The FIDIC Silver Book is a turnkey contract form that departs from the usual risk allocation. The summary highlights common bankability issues for lenders and key contract clauses around fixed price and schedule, performance guarantees, liability caps, security provisions, and defects liability.
Balancing burdens of proof in dispute avoidance and resolution by "Ari Isaacs...Project Controls Expo
This document discusses balancing burdens of proof in construction projects. It defines key terms like burden of proof and balance. Maintaining balance is challenging due to complex environments with multiple stakeholders and uncertainties. Contracts aim to balance costs, claimed rights, unclaimed rights, and margins. Disruptions off the critical path are broadly unaccounted for and represent risks. To control more activities, owners should engage contractors, implement robust program controls, maintain design documentation, and work collaboratively. Digging deep into designs and proactively engaging stakeholders helps maintain balance during projects.
The document discusses various contracting strategies for terminal construction projects. It describes client managed construction, engineering procurement and construction (EPC) contracts with a single contractor, and using multiple package unit contracts. EPC contracts can be lump-sum turn-key, design and construct, or unit rates. Package units require more interfaces but allow negotiation. Engineering, procurement, and construction management is also discussed. Key factors in choosing a strategy include project complexity, risk allocation, budget and schedule certainty, and client influence.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Why does an eot not automatically entitle a contractor to prolongation costs ...Iffat Al Gharbi
The document discusses why an extension of time does not automatically entitle a contractor to prolongation costs (costs incurred due to delays). It explains that an extension of time only relieves the contractor of liquidated damages payments for the period of overrun. To claim prolongation costs, the contractor must prove the delay was caused by the employer in breach of contract and actually caused the costs. The document also notes differing views on concurrent delays from multiple causes and recovering costs in such situations.
This document discusses contracts and disputes in construction projects. It defines what a contract is and explains that written contracts are necessary to clearly establish the risks, obligations, and relationships of the parties involved. Written contracts provide a means to manage risks, obligations, and performance in a disciplined manner. The document also discusses different types of contracts, potential areas of disputes such as scope, schedule, and design issues, and ways to prevent and analyze claims that may arise.
FIDIC Lecture - Joint operation of multiple Fidic Forms - A Case StudyKhalil Hasan
The document describes a case study involving the joint administration of two FIDIC contracts - a Red Book contract for civil works and a Yellow Book contract for electrical and mechanical works - on a hydropower project. The E&M contractor fell behind schedule, impacting the civil works contractor (CIV). To recover the delay, the Engineer had CIV construct some temporary works to help E&M, then sought reimbursement from E&M for CIV's costs following the proper procedures in both contracts. This involved issuing notices, submitting claims and counterclaims, and making determinations, while ensuring all actions complied with the relevant clauses in the Red and Yellow Books.
an introduction to FIDIC contracts and the other available international modules. Provides and overview of history of FIDIC contracts, documents under FIDIC, types of contract clauses, and contract structure.
This document discusses the typical structures and risk allocations for wind power projects. It describes:
1) The project structure which involves public and private equity investors, lenders, insurers, contractors and other stakeholders.
2) The EPC (engineering, procurement and construction) contract structure where the contractor assumes most construction risks in exchange for a fixed price.
3) Key risk allocations in construction and O&M (operation and maintenance) contracts including delays, performance guarantees, insurance obligations and change in law.
4) The power purchase agreement as the main offtake contract and how its terms must be coordinated with the EPC and O&M contracts.
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.
The document provides information about cofferdams, which are temporary structures used to allow construction below water levels by keeping water and soil out of excavation sites. It discusses types of cofferdams, loads they experience, components, construction sequence, and traditional sheet pile shapes. Cofferdams are enclosed structures made of sheet piles and bracing that are installed around excavation sites, then dewatered by pumping. They experience loads from hydrostatic pressure, soils, currents, waves, ice, and construction activities. Proper installation and a concrete seal are required to withstand loads and prevent water ingress.
The document outlines a claim analysis for a mechanical contract for an upgrade to a mill plant that was delayed due to late equipment delivery, defective equipment, drawing revisions, and lack of access to work areas. It analyzes the causes of over 85 days of delay and over $2.8 million in damages from unpaid change orders, loss of profit, indirect costs, and loss of productivity. The contractor is submitting this claim against the engineer who terminated the $2.5 million lump sum contract with only $1.8 million in total payment.
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 compares and contrasts the FIDIC Yellow Book and Silver Book construction contracts. The Yellow Book is a design-build contract that allocates risks based on insurability and the ability to foresee and mitigate issues. The Silver Book is a fixed-price, date-certain, lump-sum turn-key contract that shifts more risks to the contractor, such as design and execution risks. Under the Silver Book, the contractor bears more risks with limited ability to claim additional time or money. As a result, the contractor will price these risks, increasing the initial contract sum, and conduct extensive due diligence. The employer needs to consider payment terms, security, liquidated damages, testing and defects liability, insurance provisions, and
N.M.Raj's Master Bootcamp - Construction Claimsrajj13
This document announces a master bootcamp on advanced construction claims practice and procedure taking place on October 10th, 2016 in Belgrade, Serbia. The bootcamp will provide practical training over key topics such as quantifying delay/prolongation costs, disruption claims, variations, underground conditions claims, and more. Attendees will receive template documents and spreadsheets for creating extension of time and disruption claims. The bootcamp is intended to equip attendees with knowledge on proving and pricing various claim types, and understanding N.M. Raj's proprietary construction claims management system.
This document provides an overview of risks in engineering, procurement, and construction (EPC) contracts and techniques for mitigating those risks. It discusses major categories of project risks for EPC contracts, including construction, financial, geographical, contractual, and project management risks. Case studies are presented to illustrate examples of risks in areas like contractor expertise, payment issues, force majeure events, and project staffing. The document concludes by outlining contractual provisions and project management strategies that owners and contractors can use to mitigate risks in EPC projects.
Construction claims, disputes and project closuresrinivas2036
This document discusses construction claims, disputes, and project closure. It begins by explaining that during project execution, issues often arise between parties that cannot be resolved, resulting in claims from contractors for time extensions or cost reimbursements. These claims can be settled amicably or become disputes if the owner does not agree. Common sources of claims include defects in contracts, site conditions differing from descriptions, scope changes, and payment delays. The document provides guidance on claim management, notification, substantiation, and resolution procedures. It also discusses mechanisms for dispute avoidance and resolution such as negotiation, mediation, arbitration, and their advantages over legal proceedings.
The document discusses claims and disputes in construction projects. It defines a claim as a request for payment or entitlements under the contract terms. Claims generally arise due to situations where a party has not fulfilled their contractual obligations. There are different types of claims such as those due to changes by the employer, delays, disruptions, defective specifications, and differing site conditions. Claims must have a basis in the contractual clauses or common law. Key contract clauses relate to areas like access to site, cooperation of parties, unforeseeable conditions, delays, testing, and taking over of works.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
Project Controls Expo - 31st Oct 2012 - Lessons Learned from an Interna.onal ...Project Controls Expo
This document summarizes a case study of an international acquisition project for a tank gun and ammunition system that had been running for 20 years. The project was facing significant delays, quality issues, low acceptance rates for trial plans, and high ammunition failure rates. The supplier company lacked proper project management oversight and there was poor engagement on scheduling, risk management, and governance. The project controls were insufficient to handle the complex international collaboration between government customers, private suppliers in the UK and France.
The document discusses key aspects of EPC contracts and the FIDIC Silver Book for major infrastructure projects. It notes that EPC contracts allocate significant risk to contractors in exchange for price and schedule guarantees. The FIDIC Silver Book is a turnkey contract form that departs from the usual risk allocation. The summary highlights common bankability issues for lenders and key contract clauses around fixed price and schedule, performance guarantees, liability caps, security provisions, and defects liability.
Balancing burdens of proof in dispute avoidance and resolution by "Ari Isaacs...Project Controls Expo
This document discusses balancing burdens of proof in construction projects. It defines key terms like burden of proof and balance. Maintaining balance is challenging due to complex environments with multiple stakeholders and uncertainties. Contracts aim to balance costs, claimed rights, unclaimed rights, and margins. Disruptions off the critical path are broadly unaccounted for and represent risks. To control more activities, owners should engage contractors, implement robust program controls, maintain design documentation, and work collaboratively. Digging deep into designs and proactively engaging stakeholders helps maintain balance during projects.
The document discusses various contracting strategies for terminal construction projects. It describes client managed construction, engineering procurement and construction (EPC) contracts with a single contractor, and using multiple package unit contracts. EPC contracts can be lump-sum turn-key, design and construct, or unit rates. Package units require more interfaces but allow negotiation. Engineering, procurement, and construction management is also discussed. Key factors in choosing a strategy include project complexity, risk allocation, budget and schedule certainty, and client influence.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Why does an eot not automatically entitle a contractor to prolongation costs ...Iffat Al Gharbi
The document discusses why an extension of time does not automatically entitle a contractor to prolongation costs (costs incurred due to delays). It explains that an extension of time only relieves the contractor of liquidated damages payments for the period of overrun. To claim prolongation costs, the contractor must prove the delay was caused by the employer in breach of contract and actually caused the costs. The document also notes differing views on concurrent delays from multiple causes and recovering costs in such situations.
This document discusses contracts and disputes in construction projects. It defines what a contract is and explains that written contracts are necessary to clearly establish the risks, obligations, and relationships of the parties involved. Written contracts provide a means to manage risks, obligations, and performance in a disciplined manner. The document also discusses different types of contracts, potential areas of disputes such as scope, schedule, and design issues, and ways to prevent and analyze claims that may arise.
FIDIC Lecture - Joint operation of multiple Fidic Forms - A Case StudyKhalil Hasan
The document describes a case study involving the joint administration of two FIDIC contracts - a Red Book contract for civil works and a Yellow Book contract for electrical and mechanical works - on a hydropower project. The E&M contractor fell behind schedule, impacting the civil works contractor (CIV). To recover the delay, the Engineer had CIV construct some temporary works to help E&M, then sought reimbursement from E&M for CIV's costs following the proper procedures in both contracts. This involved issuing notices, submitting claims and counterclaims, and making determinations, while ensuring all actions complied with the relevant clauses in the Red and Yellow Books.
an introduction to FIDIC contracts and the other available international modules. Provides and overview of history of FIDIC contracts, documents under FIDIC, types of contract clauses, and contract structure.
This document discusses the typical structures and risk allocations for wind power projects. It describes:
1) The project structure which involves public and private equity investors, lenders, insurers, contractors and other stakeholders.
2) The EPC (engineering, procurement and construction) contract structure where the contractor assumes most construction risks in exchange for a fixed price.
3) Key risk allocations in construction and O&M (operation and maintenance) contracts including delays, performance guarantees, insurance obligations and change in law.
4) The power purchase agreement as the main offtake contract and how its terms must be coordinated with the EPC and O&M contracts.
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.
The document provides information about cofferdams, which are temporary structures used to allow construction below water levels by keeping water and soil out of excavation sites. It discusses types of cofferdams, loads they experience, components, construction sequence, and traditional sheet pile shapes. Cofferdams are enclosed structures made of sheet piles and bracing that are installed around excavation sites, then dewatered by pumping. They experience loads from hydrostatic pressure, soils, currents, waves, ice, and construction activities. Proper installation and a concrete seal are required to withstand loads and prevent water ingress.
Deep foundations are used when the bearing capacity of soil near the surface is insufficient or space is restricted for shallow foundations. Deep foundations extend below the shallow soil layers to reach stronger soil at depth. Common types include pile foundations, caisson foundations, and cofferdams. Pile foundations transmit structural loads to the ground through end bearing on a hard layer or side friction along the pile. Piles can be made of timber, concrete, steel, or a composite of materials. The type of pile used depends on factors like soil conditions, structural loads, material availability, and cost.
A cofferdam is a temporary watertight structure installed in bodies of water to allow construction in dry conditions. It creates a dry work area by pumping water out from within its walls. Cofferdams are used for projects like bridge and pier construction and repairs below the waterline of ships. They must be strong enough to withstand water pressure and ensure worker safety. A variety of materials can be used to construct cofferdams, from sheet metal to wood or concrete.
This document discusses different types of cofferdams used in construction projects. It describes earth-fill, rock-fill, single-walled, double-walled, crib, cellular, concrete, suspended, and sandbag dike cofferdams. For each type, it provides details on suitable applications based on water depth and flow, and construction methods. The overall purpose of a cofferdam is to temporarily enclose an area of water to allow work to proceed in dry conditions.
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.
There are two main types of cofferdams: single wall and double wall. A single wall cofferdam uses a single line of sheet piles and is suitable for small, shallow work areas up to 25 meters deep. A double wall cofferdam uses two lines of sheet piles tied together with the space between filled with sand or clay. It is used for larger, deeper work areas. Both types are constructed by driving guide piles, installing horizontal beams, and securing sheet piles to create the barrier to pump water out of the enclosed area.
This document discusses cofferdams, which are temporary structures used to allow construction in areas that would otherwise be underwater. It defines what a cofferdam is, describes the main types including braced, earth-type, timber crib, double-walled sheet pile and cellular cofferdams. It outlines the objectives of cofferdams and factors that affect their design such as hydrostatic pressure, excavation dimensions, soil conditions and water level fluctuations. The document also discusses the methodology for constructing cofferdams and their advantages for providing a safe environment to work.
Caissons are prefabricated hollow structures that are sunk into the ground and filled with concrete to form deep foundations. They are commonly used for bridge piers and structures over bodies of water. The process involves sinking a caisson to the desired depth using excavation methods and then filling it with concrete. Caissons carry structural loads through bell-shaped bottoms that spread the load over a wider area of soil or bedrock.
This document provides information on coffer dams and caissons. It discusses different types of coffer dams such as braced, earth-type, double-walled sheet pile, and cellular coffer dams. It also discusses environmentally friendly portable coffer dams. A case study on coffer dam construction for the Taunsa Barrage Rehabilitation Project in Pakistan is presented. Caissons are described as prefabricated foundations sunk into the ground to form foundations. Different types of caissons including box, open, pneumatic, and monolith caissons are discussed. Construction methods and examples of caisson usage are also summarized.
Here are some key BDSM and kink communities on social media:
- BDSM Confessions (Tumblr): An anonymous submission blog for sharing BDSM experiences.
- Bound Bunnies (Tumblr): A SFW blog providing information about BDSM practices.
- BDSM Pet Play (Tumblr and Facebook): Communities focused on animal roleplay.
- General BDSM blogs (Tumblr): Provide education, news and discussions around BDSM.
- BDSM Newbie/Switches/True Life (Facebook): Closed Facebook groups for new and experienced kinksters to connect and learn.
- The Caissons is used for the purpose of placing a foundation in correct position under water.
- Three types of Caissons
1) Open Caisson
2) Box Caisson
3) Pneumatic Caisson
Piezoelectric roads can harvest wasted vibrational energy from passing vehicles and convert it to electricity. They are constructed by embedding piezoelectric generators under asphalt roads. When vehicles pass over, the generators produce electricity from road vibrations. This "green" technology could help meet India's increasing electricity demand and electrify remote areas at low cost. A single lane kilometer of piezoelectric road could generate 44,000 kWh per year, offsetting construction costs within 4 years for large road projects. While maintenance is slightly more complex, piezoelectric roads have proven successful elsewhere and should be adopted in India to boost sustainable development.
The document discusses green road technology and its objectives to reduce pollution, congestion, and environmental impact from road construction and transportation. A green road integrates transportation and ecological sustainability by using alternative construction materials like slag cement and fly ash that cut costs and emissions. It also explores noise-reducing pavements and barriers, permeable surfaces to manage stormwater, and technologies like electric vehicles and wildlife crossings to decrease air and water pollution. The goal is to plan road networks that promote sustainable development both qualitatively and quantitatively.
Este documento presenta un resumen de 3 oraciones o menos del artículo "La sumisión mental: sumisión perfecta" publicado en el número 1 de la revista "Cuadernos de BDSM". El artículo explora la naturaleza de la sumisión mental en el contexto BDSM, describiéndola como un estado mental de profunda entrega, confianza y amor hacia el Amo que trasciende las sesiones individuales. El autor también discute algunas técnicas para lograr este estado, como la introspección, escenas de adoración y
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
The document describes a five-step plan to modernize roadways called the "Smart Highway" developed by Studio Roosegaarde and Heijmans. The plan includes interactive and sustainable roads that can communicate with drivers and automatically adapt to traffic and weather conditions. It involves glow-in-the-dark lanes, dynamic paint, interactive lights, induction charging lanes for electric cars, and wind-powered lights. The proposal aims to create an innovative and cost-effective design that sparks future innovations for driving while also creating a more beautiful landscape.
Coffer dams are temporary structures built to retain water and soil in order to create a dry work area for construction projects. There are several types of coffer dams suited to different conditions, including earth-filled, sheet pile, and cellular designs. Key considerations in selecting a coffer dam include water depth, area size, soil/river bed conditions, and potential for erosion or flooding. Proper design is needed to withstand hydrostatic pressures and ensure structural integrity until the permanent structure is complete.
This document provides a summary of Alan Morrison's qualifications and professional experience. [1] Alan has over 35 years of experience in project cost management and construction contracting in Australia, with a focus on procurement. [2] He has held several roles managing contracts, project controls, and commercial operations for major infrastructure projects. [3] Alan maintains the highest standards of business ethics and brings a professional and holistic approach to his work.
This document provides information about SLK Engineering & Consultants Pvt. Ltd., including their vision, mission, business activities, and major projects. The company was incorporated in Singapore in 1997 and consists of a team of highly competent surveyors and engineers. Their vision is to be a world-class organization for sustainable infrastructure development. Their business activities include planning, survey and design work, and providing consultation services for various civil and building projects such as airports, tunnels, and housing. They have experience working on major projects for clients including the Port of Singapore Authority, Public Utilities Board, and Housing Development Board.
Robots and pencils - building apps with design in mindTracey Zimmerman
How would you feel if you could build apps not only faster, but also make you loved by your users? Robots and Pencils give you a peek into how we are working together with Perkins + Will to build great apps leveraging the Box Platform and our proven process to iterate. We end with tools and tricks you can use right away to level up your next project.
The document outlines Iain R M Cameron's extensive professional experience over 35 years working on infrastructure projects in various roles and locations, including project management, construction management, and contract administration on projects involving highways, rail, water, and more. It provides details on his employment history and responsibilities in positions with companies such as ONTRACK, EC Harris, Hyder Consulting, and MWH. The document demonstrates Cameron's breadth of experience across different categories and sectors of infrastructure project delivery and management.
This document provides a summary of Iain Cameron's professional experience over several decades working in project management, construction management, and engineering roles. It includes a breakdown of his employment history listing employers, projects, roles, and durations. Highlights include managing major infrastructure projects in sectors like transportation, water, rail, and buildings. It also provides a breakdown of his experience categories with over a decade of experience in areas like project management, construction management, highways, and water/drainage. Photographs document some of the significant projects.
The document summarizes the O&G PIPES Global Conference, which addresses commercial, strategic, and technical issues related to the upstream, midstream, and downstream oil and gas pipeline sectors. It includes:
- Over 65 speakers from the international onshore and offshore pipelines industry providing insights.
- Events on November 28th (Pipeline Integrity Management Summit), November 29-30 (O&G Pipes Main Conference), and December 1st (Arctic Pipelines Forum), with sessions on various pipeline topics led by industry experts.
- 10 essential session highlights that will be covered, ranging from offshore engineering solutions to improving pipeline safety.
This document provides a detailed presentation of Iain Cameron's professional experience spanning over 40 years working in engineering and construction management roles. It includes a breakdown of his employment history listing employers and key projects. It also quantifies his experience in various categories such as project management, construction management, highways, water and drainage with over 200 months of experience in project management alone. The presentation utilizes photographs to showcase examples of infrastructure projects he has worked on around the world.
This document provides information about an international forum on construction in the oil and gas industry taking place from January 25-28, 2015 in Abu Dhabi, UAE. It will include keynote speakers from major energy companies discussing challenges and strategies for overcoming issues in O&G construction projects. There will also be pre-and post-conference workshops on January 25th and 28th focusing on construction planning, contract negotiations, and commissioning challenges. The event aims to help attendees address the growing needs for O&G infrastructure development in the Middle East region.
This document provides a summary of Iain Cameron's professional experience spanning over 40 years working in various roles and sectors including project management, construction management, business development, highways, transportation, rail, water, structures and health and safety. It lists his employment history and details of projects he has worked on for each employer. It also shows the durations spent in each experience category totaling over 1000 months of experience.
PROJECT PARTNERS INTERNATIONAL was created by ICEBREAKER 2000 to provide project management services. It works with several associated companies under ICEBREAKER HOLDINGS PTY LTD. The document profiles the various partner organizations, including engineering, architectural, and consulting firms that contribute different skills to projects. It also provides brief biographies of some of the key individuals involved in the different partner organizations.
James Nolan experience in Energy, renewables, Waste to Energy and Waste to OilJames Nolan
James has over 30 years experience in the energy sector and offers independant consultancy on projects related to energy generation, transmission and consumption.
ACRWORLD is an Australian recruitment firm specializing in senior level appointments for the oil and gas industry, particularly in LNG. They have over 10 years of experience in the LNG market and have successfully recruited for projects across 50 countries. Their team has extensive experience and contacts for recruiting across the project lifecycle for engineering, construction, and operations roles.
Acrworld Brochure - who we are - what we dojacquelinen
ACRWORLD is an Australian recruitment firm specializing in senior level appointments for the oil and gas industry, particularly in LNG. They have over 10 years of experience in the LNG market and have successfully recruited for projects across 50 countries. Their team has extensive experience and contacts for recruiting across the project lifecycle for engineering, construction, and operations roles.
QA Software is a leading provider of document management solutions for engineering and construction projects. In this document, the CEO discusses how QA Software has experienced its most successful period to date by providing cloud-based collaboration technology to over 100 infrastructure projects valued at $80 billion. The CEO highlights their team's expertise and continued innovation to simplify document management and enhance their industry-leading products.
Arul Nathan has over 40 years of experience in infrastructure projects across three continents. He currently serves as the Commercial/Contracts Director for the RM 23 billion Klang Valley MRT project in Malaysia. Previously, he has held senior roles managing rail, metro, highway, urban development, and oil and gas projects. He possesses strong skills in contract management, commercial risk assessment, and claims negotiation.
Dialexa hosted Dragon Innovation's Co-Founder and CEO Scott Miller in Dallas to give an overview on how to scale hardware companies. This is the presentation from the event February 5, 2014 at Dialexa's headquarters in Dallas.
This presentation is a visual demonstration of my experience.
It contains photographs of some of the exciting projects I have had the privilege of being involved in and details of some of the employers I have had the pleasure to work for.
It also shows the durations I have spent in each of the various categories.
This document provides details of Ganesh Golande's experience and qualifications. He has over 19 years of experience in contracts management, procurement, quantity surveying, estimation, and cost administration for construction projects across various industries. Currently he works as a Senior Contracts Administrator for Visionstream Australia, where he is responsible for procurement, subcontract management, and head contract administration on telecommunications projects. Previously he held similar roles managing contracts on large resource, infrastructure and building projects.
This document contains the resume of Ganesh Golande, a senior contracts administrator based in Australia. It summarizes his 19 years of experience in contracts management, procurement, quantity surveying, and cost administration for construction projects across various industries. It also lists his educational qualifications and includes details of his current role with Visionstream Australia and previous roles with John Holland Group and other companies.
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Project Controls Expo - 31st Oct 2012 - Delay Analysis Letting the Evidence Speak for Itself Keith Tregunna
1.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
Le#ng
the
Evidence
Speak
for
Itself
Project
Controls
Expo
-‐
31st
Oct
2012
Twickenham
Stadium,
London
Keith Tregunna
Director, Knowles, Winchester
keith.tregunna@jrknowles.com
07796 147586
October 2012
2.
Copyright
@
2011.
All
rights
reserved
Corporate
Overview
o Hill
InternaHonal
(NYSE:HIL)
is
a
publicly
traded
construcHon
consulHng
firm
providing
project
management,
construcHon
management
and
construcHon
claims
services
to
public
and
private
clients
in
every
major
construcHon
market
sector
around
the
world.
o Knowles
is
a
wholly
owned
subsidiary
of
Hill
InternaHonal.
Together,
our
combined
resources
of
over
3,300
professionals
in
110
offices
across
5
conHnents
form
the
world’s
largest
construcHon
claims
consultancy.
o As
a
global
leader
in
construcHon
disputes,
with
a
porWolio
of
some
of
the
world’s
largest
and
most
presHgious
projects
in
every
major
construcHon
market
sector;
we
conHnue
our
commitment
to
excellence,
providing
an
unrivalled
range
of
resources,
experience
and
services,
including
construcHon
claims,
construcHon
management
and
project
management
services.
3.
Copyright
@
2011.
All
rights
reserved
About
the
Speaker
Keith
Tregunna,
a
Director
of
Knowles,
has
worked
in
the
construcAon
industry
for
nearly
40
years.
He
has
been
employed
in
the
UK
and
overseas
in
preparing,
defending
and
negoAaAng
claims
including
delay
analysis
and
the
provision
of
expert
reports
on
a
wide
range
of
small
and
large
engineering
and
building
projects.
4.
Copyright
@
2011.
All
rights
reserved
The
Society
of
ConstrucAon
Law
Delay
and
DisrupAon
Protocol
-‐
2002
o Concluding
notes
and
dedicaHon
n “The
Protocol
recognises
that
improved
educaHon
and
training
in
programming
techniques
will
be
required
by
both
Contractors’,
Employers’
and
CAs’
staff
before
the
recommendaHons
of
the
Protocol
and
its
Guidance
SecHons
can
achieve
widespread
acceptance
throughout
the
construcHon
industry.”
n What
about
Adjudicators
and
Judges?
5.
Copyright
@
2011.
All
rights
reserved
CriAcal
Path
Analysis
o Some
Important
Terms
–
BS6079
n “CriHcal
Path”
“sequence
of
acHviHes
through
a
project
network
from
start
to
finish,
the
sum
of
whose
duraHons
determines
the
overall
project
duraHon”
6.
Copyright
@
2011.
All
rights
reserved
CriAcal
Path
Analysis
o Some
Important
Terms
–
BS6079
n “CriHcal
Path
Analysis”
“procedure
for
calculaHng
the
criHcal
path
and
floats
in
a
network”
7.
Copyright
@
2011.
All
rights
reserved
CriAcal
Path
Analysis
o Some
Important
Terms
–
BS6079
n “free
float”
“Hme
by
which
an
acHvity
may
be
delayed
or
extended
without
affecHng
the
start
of
any
succeeding
acHvity”
n “total
float”
“Hme
by
which
an
acHvity
may
be
delayed
or
extended
without
affecHng
the
total
project
duraHon”
9.
Copyright
@
2011.
All
rights
reserved
ID Task Name Duration EarlyStart Late Start Total Float
1 My Present 18 days 06 06 0 days
2 Selection 16 days 06 06 0 days
3 Purchase 1 day 22 23 1 day
4 Wrapping 1 day 23 24 1 day
5 Wifes Present 3 days 22 22 0 days
6 Selection 1 day 22 22 0 days
7 Purchase 1 day 23 23 0 days
8 Wrapping 1 day 24 24 0 days
9 Daughters Present 11 days 01 01 0 days
10 Selection 5 days 01 01 0 days
11 Purchase 5 days 06 19 13 days
12 Wrapping 1 day 11 24 13 days
13 SonsPresent 11 days 01 01 0 days
14 Selection 5 days 01 01 0 days
15 Purchase 5 days 06 19 13 days
16 Wrapping 1 day 11 24 13 days
17 Delivery 1 day 25 25 0 days
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
December
CriAcal
Path
Analysis
10.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
the
baseline
Cofferdams
Abutments
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
At-Grade Approach Roads
Appoint Subcontractor
Construct Approach Road (2km)
Open Bridge & Roads
0 1 2 3 4 5 6 7 8 9 10 11
Bridge
MONTHS
Site Clearance
11.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
as
built
At-Grade Approach Roads
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
MONTHS
Construct Approach
Roads (3km)
Actual Finish
Month 15Appoint Subcontractor
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
Site Clearance
Bridge
Cofferdams
Abutments
12.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
impacted
as
planned
(“what
if?”)
30
10
At-Grade Approach Roads
Appoint Subcontractor45 6
0 1 2 3 4 5 6 7 8 9 10 11 12
Abutments
Open Bridge & Roads
MONTHS
Construct Approach Roads
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
Bridge
Site Clearance
Cofferdams
40d Entitlement
10 Days Denied Access to Site.
30 Days Additional work to
abutments required by
client.
45 Days Additional work to
approach road
6 Days Additional gulley road
approach road.
13.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
Collapsed
as
Built
Deck Furniture/E&M
At-Grade Approach Roads
Open Bridge & Roads
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
MONTHS 51d Entitlement
Construct Approach
Roads (3km)
Appoint Subcontractor
As Built
Month 15
minus 51 days
Bridge
Actual
Finish
Month 15
Abutments
Deck Structure
Site Clearance
Cofferdams
Finishing & Commissioning
Key matters impact
completion
Additional Work
To Approach Road
45 days
Additional Gulleys 6
days
14.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
Time
Slice/Window
10
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
At-Grade Approach Roads
Open Bridge
0 1 2 3 4 5 6 7 8 9 10 11 12
Abutments
Progress after 3 months
Bridge
Site Clearance
Cofferdams
Construct Approach Roads (2km)
MONTHS 10d EoT
Appoint Subcontractor
10 Days Denied Access to Site.
15.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
Time
Slice/Window
Site Clearance 30
Cofferdams
10
Abutments
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
At-Grade Approach Roads
Appoint Subcontractor
Open Bridge & Roads
0 1 2 3 4 5 6 7 8 9 10 11 12
Progress after 6 months
Bridge
Construct Approach Roads (3km)
MONTHS 40d EoT
10 Days Denied Access to Site.
30 Days Additional work to
abutments required
16.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
Time
Slice/Window
30
10
At-Grade Approach Roads
Roads (3km)
Open Bridge & Roads
45
0 1 2 3 4 5 6 7 8 9 10 11 12
Site Clearance
Cofferdams
Abutments
Progress after 9 months
Construct Approach
MONTHS 40d EoT
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
Appoint Subcontractor
Bridge
10 Days Denied Access to Site.
30 Days Additional work to
abutments required by
client.
45 Days Additional work to
approach road
17.
Copyright
@
2011.
All
rights
reserved
30
10
At-Grade Approach Roads
45
Open Bridge & Roads
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Finishing & Commissioning
Bridge
Deck Furniture/E&M
Abutments
Site Clearance
Cofferdams
Deck Structure
MONTHS 40d EoT
Appoint Sub-Contractor Expected finish
now Month 13
Construct
Approach Roads
10 Days Denied Access to Site.
30 Days Additional work to
abutments required by
client.
45 Days Additional work to
approach road
6 Days Additional gulley road
approach road.
Progress after 12 months
Delay Analysis – Time Slice/Window
18.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
Time
Slice/Window
30
10
At-Grade Approach Roads
45
6
Open Bridge & Roads
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Deck Structure
Deck Furniture/E&M
Finishing & Commissioning
Site Clearance
Bridge
Cofferdams
Abutments
MONTHS 40d EoT
Construct Approach
Roads (3km)
Actual Finish
Month 15Appoint Subcontractor
6d EoT
10 Days Denied Access to Site.
30 Days Additional work to
abutments required by
client.
45 Days Additional work to
approach road
6 Days Additional gulley road
approach road.
Progress after 15 months
19.
Copyright
@
2011.
All
rights
reserved
Delay
Analysis
–
Time
Slice/Window
Tabulation of Delays & Entitlement
Window Delay(s)
On Critical
Path
Entitlement
(y/n)
1 (Mths. 1-3) 10d - delayed
possession
Yes 10d
30d - abutment
variation
Yes 30d
2 (Mths. 4-6) 45d - additional
road
No Nil
3 (Mths. 7-9) nil N/A Nil
4 (Mths. 10-12) nil N/A Nil
5 (Mths. 13-15) 6d - drainage
variation
Yes 6d
TOTAL 46 DAYS
20.
Copyright
@
2011.
All
rights
reserved
20
The
Methodologies
–
the
Magic?
Analysis
Method
Calculated
EnHtlement
As
Built
5
Months
Impacted
as
Planned
/
“What-‐if”
40
days
Collapsed
as
Built
/
“But-‐for”
51
days
Time-‐Slice
/
“Window”
46
days
21.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
John
Barker
Construc>on
v
London
Portman
Hotels
1996
o The
architect
or
contract
administrator
must
undertake
a
logical
analysis
o The
applicaAon
of
an
impressionisAc
rather
than
a
calculated
and
raAonal
assessment
is
not
sufficient
22.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
Balfour
Beajy
v
Lambeth
[2002]
o PresentaHon
Requirements
n Contract
Programme
n CriHcal
Path
Analysis
n As-‐Built
Records
n Logical
Method
of
Analysis
23.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
o Skanska
v
Egger
[2004]
n
Beware
of
Focusing
on
the
Method
and
Ignoring
the
Facts
n
Quality
of
data
entered
into
sopware
which
is
important
not
the
delay
and
disrupHon
programme
or
methodology
used
24.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
o Great
Eastern
Hotel
Company
Ltd
v
John
Laing
[2005]
n Laing
used
Impacted
As-‐planned
Analysis
n GEHC
used
a
form
of
Time
Impact
Analysis
n Judge
favoured
the
factual
basis
of
GEHC
and
Laing
analysis
hypotheHcal
25.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
o Mirant
Asia-‐Pacific
v
Ove
Arup
[2007]
n “…..I
accept,
that
the
criHcal
path
analysis
is
a
tool
or
technique
to
assist
in
the
management
of
construcHon
projects
and
not
an
end
in
itself.
….
To
reduce
the
number
of
disputes
relaHng
to
delay,
the
contractor
should
prepare
and
the
employer
should
accept
a
properly
prepared
programme
showing
the
manner
and
sequence
in
which
the
contractor
plans
to
carry
out
the
works.
The
programme
should
be
updated
to
record
actual
progress
and
any
extensions
of
Hme
granted.”
26.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
o City
Inn
Ltd
v
Shepherd
ConstrucHon
Ltd
[2010]
n Keith
Pickavance
-‐
Const.
L.
J.
637
n “Although
there
is
nothing
in
the
decision
of
the
Outer
House
to
show
that
the
judge
was
aware
of
it,
the
Court’s
difficulty
was
not
brought
about
by
the
absence
of
factual
evidence,
conflicHng
expert
evidence,
different
delay
analysis
techniques,
or
having
to
unravel
what
in
retrospect
appeared
to
be
the
effects
of
concurrent
events.
The
difficulty
was
self
inflicted
and
brought
about
by
the
Court’s
ajempt
to
deal
with
delay
in
the
same
way
as
it
customarily
deals
with
loss
and
expense.
It
was
the
failure
to
recognise
the
impossibility
of
dealing
with
Hme,
as
though
it
were
money,
which
caused
the
Outer
House
to
reach
an
irraHonal
decision.”
27.
Copyright
@
2011.
All
rights
reserved
Legal
Principles
and
Case
Law
o Walter
Lilly
&
Co
Ltd
v
Giles
Mackay
&
DMW
[2012]
n “He,
broadly,
logically
and
convenHonally,
adopted
the
approach
of
establishing
criHcal
delay
by
reference
to
the
"logical
sequence(s)
of
events
which
marked
the
longest
path
through
the
project.
In
the
……
absence
of
any
usable
contemporaneous
programme
from
early
2007
onwards,….
adopted
a
much
more
objecHve
approach
to
his
expert
analysis
whilst
(the
other
expert)
proceeded
on
a
much
more
subjecHve
approach.”
n He
produced
as
Appendix
D
a
“Weighted
Significance
Matrix”
which
was
worthless
and
self-‐fulfilling
when
he
on
a
largely
subjecHve
basis
awarded
weighHngs
to
the
various
possible
causes
of
delay;
this
was
taken
through
the
project
in
2007
and
2008
on
a
monthly
basis
and,
unsurprisingly
gave
much
higher
weighHngs
to
the
subjecHvely
accepted
factors
(such
as
plastering
defects)
selected
by
him
or
his
client
as
"significant".
28.
Copyright
@
2011.
All
rights
reserved
The
Lessons
o Open
members
of
the
tribunal
deciding
your
case
do
not
know
how
a
criHcal
path
is
calculated,
therefore
presenHng
them
with
an
analysis
using
the
latest
clever
sopware
tool
or
some
sophisHcated
self
serving
staHsHcs
is
unlikely
to
win
them
over.
o Focus
on
the
facts
–
the
delay
analysis
does
not
have
a
life
of
its
own
–
use
it
as
a
means
of
illustraHng
the
impact
of
a
delay
not
as
a
means
of
mysteriously
pulling
out
a
delay
unsupported
by
facts
like
a
rabbit
out
of
a
hat.
o Open
when
there
is
no
working
programme
with
a
criHcal
path
it
is
because
it
has
too
many
acHviHes
and
is
unmanageable
–
simplify
it.
o
Always
if
possible
undertake
a
Hme
impact
analysis.
Keep
an
eye
on
actual
progress
even
if
you
are
unable
to
undertake
a
windows
or
Hme
impact
analysis.
29.
Copyright
@
2011.
All
rights
reserved
SIMPLES!