This document provides an overview of the nine schedule analysis methodologies outlined in AACE International's Recommended Practice No. 29R-03 for Forensic Schedule Analysis. It describes the taxonomy used to categorize the different methods as either observational or modeled, and static or dynamic. It then summarizes each of the nine Method Implementation Protocols, noting their strengths, limitations, and how they differ from each other. The purpose is to help analysts understand and properly apply the different schedule analysis methods.
Statistical Methods for Construction Delay Analysis IOSR Journals
The occurrence of delay is common in most construction projects, due to various reasons
and causes before or during construction phase. As the delay impact on time and cost overrun,
analyzing of these delay(s) makes easy to give responsibility to concern party. This helps to avoid or
minimize delays in future work. Numerous analytical methods are available for analyzing these
impacts and selection of proper method depends upon: statistical data available, time available,
limitation of method and money available for analyzing. However, information of activities which are
responsible for project delay and their magnitude provides the baseline for investing the cause and
assessing the responsibility for project delay. This paper reviews research methodology suggested for
assessing construction delay factors by analytical methods as well as with the help of computerized
schedule analysis methods. The purpose of this study is to review various analytical & computerized
schedule analysis methods for analysis of construction delay factor.
This document discusses an evaluation of alternative approaches to reliability centered maintenance (RCM). It begins with an introduction to RCM and its classical approach. It then discusses five categories of RCM alternatives identified from literature: 1) mixes of approaches, 2) simplification of analysis, 3) optimization methods, 4) broad alternative methodologies, and 5) mathematical models. The document outlines several specific alternative approaches that fall into each of these categories. It then describes the methodology used to evaluate the alternative approaches based on parameters developed from literature expectations of maintenance strategies.
This document proposes a stakeholder-oriented design methodology for developing prognostic and health management (PHM) systems. It emphasizes capturing stakeholder expectations in detail by identifying stakeholders, capturing their expectations and requirements, and analyzing stakeholders and requirements. Two case studies are used to illustrate applying the methodology. The methodology aims to comprehensively address all aspects of designing PHM systems from a systems engineering perspective and ensure stakeholder involvement leads to precise design information.
Literature Review in Project Scheduling TechniquesObi-Ugbo Alex
This document provides a literature review of 33 journal articles on project scheduling techniques from 1994 to 2016. It summarizes various approaches that have been developed to overcome limitations of traditional scheduling tools like CPM and PERT in dealing with stochastic environments, resource constraints, and repetitive projects. The reviewed research aims to reduce project duration, solve time and resource constraints, and address issues in job shop scheduling. New methods discussed include dependency structure matrix, fuzzy critical path analysis, stochastic project scheduling simulation, line of balance for repetitive projects, and approaches using resource dependencies, discounted cash flows, and SAT solvers to deal with resource-constrained project scheduling problems.
The Automation of Critical Path Method using Machine Learning: A Conceptual S...Dr. Amarjeet Singh
This research aims to shed light on the use of machine learning in improving, developing and automating the critical path method, solving its problems, studying this effect and its dimensions, and discussing that from many aspects.
The research is divided into two theoretical and practical parts. The theoretical part is concerned with studying the critical path method and its advantages, problems and challenges, as well as studying machine learning and artificial intelligence and its dimensions, reviewing materials and sources related to this, and then presenting suggestions and future solutions based on this study. As for the practical section, it is a questionnaire that targeted a segment of engineers, in particular, and others who have sufficient experience in both the critical path method and machine learning, and seeking their opinions on both topics.
The result of the theoretical research was 14 theories or proposals that were presented based on the foregoing study. As for the practical questionnaire, a sample of 127 was taken. Through statistical analysis, the results were analyzed and discussed separately, and then a conclusion was drawn regarding them.
Activity schedule and affective control of component based projecteSAT Journals
Abstract Abstract The overall performance of any organizations depends on the way the project is managed and scheduled. The successful implementation of one or two big or complex project does not indicate that this organization will perform In the same way in future. Component based implementation of software development projects in the automotive industry have to face the rapid strategies for the use of the latest technologies that would provide the success of this type of projects, namely the frequency of change requirements during the life cycle. The cost and time for software testing was analyzed and to avoid delays in the project and more to cope with disturbances caused by changing requirements in the each phase of the project life cycle. Using of Component Based Software Engineering(CBSE) in software company, the implementation of any software project has become easy but the integration of available component or their use is the not only skill of project manager but the delivery of project in time is a required.. The project manager ensure the success of their project as a competitive advantage and establish such a system which will work with limited resources and available time. The project management tools and techniques i.e. Critical Path Methods(CPM) or Program Evaluation and Review Techniques (PERT) are used in reality as the most valuable and are planned to be used in the component based software testing system. This research result point out that there is a huge difference between planned and unplanned testing project. It also shows that the time of testing can be reduced with increase of cost of failure as a result the company may decide the benefit from that project. Analysis of the results allows to determine dependencies between level of company’s maturity level in project management, used project management tools and techniques, and values gained by the company from project management time to time with measured risk factor. Key Words: K Component Base Software Engineering(CBSE), CPM, PERT, Project life cycle, planned or unplanned project
Proceedings of the 2013 Industrial and Systems Engineering Res.docxstilliegeorgiana
Proceedings of the 2013 Industrial and Systems Engineering Research Conference
A. Krishnamurthy and W.K.V. Chan, eds.
Effect of the Analysis of Alternatives on the DoD Acquisition System
Eugene Rex L. Jalao; Danielle Worger; Teresa Wu, PhD
Arizona State University
Tempe, AZ, 85281
J. Robert Wirthlin, PhD; John M. Colombi, PhD
The Air Force Institute of Technology
Wright-Patterson AFB, OH 45430
Abstract
The Enterprise Requirements and Acquisition Model (ERAM) is a discrete event simulation that models the major
tasks and decisions within the DoD acquisition system. A majority of DoD acquisition projects are being completed
behind schedule and over budget. ERAM suggests process improvements can have salutary effects. Hence,
enhancements in improving the end-to-end acquisition process would be worthwhile. Until 2008, the Analysis of
Alternatives (AoA) process is a mandatory task for acquisition category (ACAT) level 1 projects. As such expected
program completion time for ACAT 2 and ACAT3 categories is shorter. Since 2008, the AoA became a required
procedure for all programs. However, to the best of our knowledge, the impact of requiring all programs to complete
an AoA has not yet been studied in literature. This research addresses this gap with two main contributions. First,
this research seeks to quantify the amount of delay on total completion time when the AoA is required for all ACAT
programs. Secondly, the sensitivity of the processing time and variability of the AoA process is simulated and its
effect is studied on total program completion time. Viable policies and intervention strategies are then inferred from
these contributions to further improve acquisition program completion time.
Keywords
DoD, Acquisition, Simulation, Analysis of Alternatives
1. Introduction
It is a known fact that a large number of Department of Defense (DoD) projects are being completed behind
schedule and over-budget [1]. A Government Accountability Office (GAO) report released in 2009 states that for the
DoD’s 2008 portfolio, on average a program faced a 22-month delay and exceeded the original budget [2].
Generally, total cost growth has been consistent over the past few decades with a recent assessment by [3] of 1.44 or
44% growth. The current DoD Acquisition system which is composed of three separate and distinct processes,
including the Joint Capabilities Integration Development System (JCIDS), the Planning, Programming, Budgeting &
Execution (PPBE) process, and the formal acquisition development system outlined by the DoD 5000 series of
instructions, does not exist in a static environment. The system is constantly being adjusted, either through policy
changes or statute [4-6]. Since the acquisition process is a large, complex, socio-technological system, it is difficult
to determine which processes or factors affect performance metrics like time, cost, and resource utilization. ...
The euroFOT project aims to test eight in-vehicle safety systems through field operational tests involving over 1500 drivers. To rigorously and practically evaluate the systems' impacts on safety, efficiency, and the environment, the project developed a methodology balancing experimental methods and real-world testing. This involved defining performance indicators, events, and situational variables for consistent analysis, as well as an experimental design addressing participant selection, study environments, and system exposure conditions. The methodology framework ensures comparable evaluations while allowing flexibility tailored to each field test.
Statistical Methods for Construction Delay Analysis IOSR Journals
The occurrence of delay is common in most construction projects, due to various reasons
and causes before or during construction phase. As the delay impact on time and cost overrun,
analyzing of these delay(s) makes easy to give responsibility to concern party. This helps to avoid or
minimize delays in future work. Numerous analytical methods are available for analyzing these
impacts and selection of proper method depends upon: statistical data available, time available,
limitation of method and money available for analyzing. However, information of activities which are
responsible for project delay and their magnitude provides the baseline for investing the cause and
assessing the responsibility for project delay. This paper reviews research methodology suggested for
assessing construction delay factors by analytical methods as well as with the help of computerized
schedule analysis methods. The purpose of this study is to review various analytical & computerized
schedule analysis methods for analysis of construction delay factor.
This document discusses an evaluation of alternative approaches to reliability centered maintenance (RCM). It begins with an introduction to RCM and its classical approach. It then discusses five categories of RCM alternatives identified from literature: 1) mixes of approaches, 2) simplification of analysis, 3) optimization methods, 4) broad alternative methodologies, and 5) mathematical models. The document outlines several specific alternative approaches that fall into each of these categories. It then describes the methodology used to evaluate the alternative approaches based on parameters developed from literature expectations of maintenance strategies.
This document proposes a stakeholder-oriented design methodology for developing prognostic and health management (PHM) systems. It emphasizes capturing stakeholder expectations in detail by identifying stakeholders, capturing their expectations and requirements, and analyzing stakeholders and requirements. Two case studies are used to illustrate applying the methodology. The methodology aims to comprehensively address all aspects of designing PHM systems from a systems engineering perspective and ensure stakeholder involvement leads to precise design information.
Literature Review in Project Scheduling TechniquesObi-Ugbo Alex
This document provides a literature review of 33 journal articles on project scheduling techniques from 1994 to 2016. It summarizes various approaches that have been developed to overcome limitations of traditional scheduling tools like CPM and PERT in dealing with stochastic environments, resource constraints, and repetitive projects. The reviewed research aims to reduce project duration, solve time and resource constraints, and address issues in job shop scheduling. New methods discussed include dependency structure matrix, fuzzy critical path analysis, stochastic project scheduling simulation, line of balance for repetitive projects, and approaches using resource dependencies, discounted cash flows, and SAT solvers to deal with resource-constrained project scheduling problems.
The Automation of Critical Path Method using Machine Learning: A Conceptual S...Dr. Amarjeet Singh
This research aims to shed light on the use of machine learning in improving, developing and automating the critical path method, solving its problems, studying this effect and its dimensions, and discussing that from many aspects.
The research is divided into two theoretical and practical parts. The theoretical part is concerned with studying the critical path method and its advantages, problems and challenges, as well as studying machine learning and artificial intelligence and its dimensions, reviewing materials and sources related to this, and then presenting suggestions and future solutions based on this study. As for the practical section, it is a questionnaire that targeted a segment of engineers, in particular, and others who have sufficient experience in both the critical path method and machine learning, and seeking their opinions on both topics.
The result of the theoretical research was 14 theories or proposals that were presented based on the foregoing study. As for the practical questionnaire, a sample of 127 was taken. Through statistical analysis, the results were analyzed and discussed separately, and then a conclusion was drawn regarding them.
Activity schedule and affective control of component based projecteSAT Journals
Abstract Abstract The overall performance of any organizations depends on the way the project is managed and scheduled. The successful implementation of one or two big or complex project does not indicate that this organization will perform In the same way in future. Component based implementation of software development projects in the automotive industry have to face the rapid strategies for the use of the latest technologies that would provide the success of this type of projects, namely the frequency of change requirements during the life cycle. The cost and time for software testing was analyzed and to avoid delays in the project and more to cope with disturbances caused by changing requirements in the each phase of the project life cycle. Using of Component Based Software Engineering(CBSE) in software company, the implementation of any software project has become easy but the integration of available component or their use is the not only skill of project manager but the delivery of project in time is a required.. The project manager ensure the success of their project as a competitive advantage and establish such a system which will work with limited resources and available time. The project management tools and techniques i.e. Critical Path Methods(CPM) or Program Evaluation and Review Techniques (PERT) are used in reality as the most valuable and are planned to be used in the component based software testing system. This research result point out that there is a huge difference between planned and unplanned testing project. It also shows that the time of testing can be reduced with increase of cost of failure as a result the company may decide the benefit from that project. Analysis of the results allows to determine dependencies between level of company’s maturity level in project management, used project management tools and techniques, and values gained by the company from project management time to time with measured risk factor. Key Words: K Component Base Software Engineering(CBSE), CPM, PERT, Project life cycle, planned or unplanned project
Proceedings of the 2013 Industrial and Systems Engineering Res.docxstilliegeorgiana
Proceedings of the 2013 Industrial and Systems Engineering Research Conference
A. Krishnamurthy and W.K.V. Chan, eds.
Effect of the Analysis of Alternatives on the DoD Acquisition System
Eugene Rex L. Jalao; Danielle Worger; Teresa Wu, PhD
Arizona State University
Tempe, AZ, 85281
J. Robert Wirthlin, PhD; John M. Colombi, PhD
The Air Force Institute of Technology
Wright-Patterson AFB, OH 45430
Abstract
The Enterprise Requirements and Acquisition Model (ERAM) is a discrete event simulation that models the major
tasks and decisions within the DoD acquisition system. A majority of DoD acquisition projects are being completed
behind schedule and over budget. ERAM suggests process improvements can have salutary effects. Hence,
enhancements in improving the end-to-end acquisition process would be worthwhile. Until 2008, the Analysis of
Alternatives (AoA) process is a mandatory task for acquisition category (ACAT) level 1 projects. As such expected
program completion time for ACAT 2 and ACAT3 categories is shorter. Since 2008, the AoA became a required
procedure for all programs. However, to the best of our knowledge, the impact of requiring all programs to complete
an AoA has not yet been studied in literature. This research addresses this gap with two main contributions. First,
this research seeks to quantify the amount of delay on total completion time when the AoA is required for all ACAT
programs. Secondly, the sensitivity of the processing time and variability of the AoA process is simulated and its
effect is studied on total program completion time. Viable policies and intervention strategies are then inferred from
these contributions to further improve acquisition program completion time.
Keywords
DoD, Acquisition, Simulation, Analysis of Alternatives
1. Introduction
It is a known fact that a large number of Department of Defense (DoD) projects are being completed behind
schedule and over-budget [1]. A Government Accountability Office (GAO) report released in 2009 states that for the
DoD’s 2008 portfolio, on average a program faced a 22-month delay and exceeded the original budget [2].
Generally, total cost growth has been consistent over the past few decades with a recent assessment by [3] of 1.44 or
44% growth. The current DoD Acquisition system which is composed of three separate and distinct processes,
including the Joint Capabilities Integration Development System (JCIDS), the Planning, Programming, Budgeting &
Execution (PPBE) process, and the formal acquisition development system outlined by the DoD 5000 series of
instructions, does not exist in a static environment. The system is constantly being adjusted, either through policy
changes or statute [4-6]. Since the acquisition process is a large, complex, socio-technological system, it is difficult
to determine which processes or factors affect performance metrics like time, cost, and resource utilization. ...
The euroFOT project aims to test eight in-vehicle safety systems through field operational tests involving over 1500 drivers. To rigorously and practically evaluate the systems' impacts on safety, efficiency, and the environment, the project developed a methodology balancing experimental methods and real-world testing. This involved defining performance indicators, events, and situational variables for consistent analysis, as well as an experimental design addressing participant selection, study environments, and system exposure conditions. The methodology framework ensures comparable evaluations while allowing flexibility tailored to each field test.
Maintainability analysis of an offshore gas compression train system: A case ...Irfan Ullah Khan
This document presents a case study on maintainability analysis of an offshore gas compression train system.
The study proposes a methodology to analyze maintenance downtime data over time to identify improvement trends and critical subsystems. Applying this to a gas compression train system, the analysis found improvement trends from enhanced spare parts logistics and equipment scheduling. It also identified gas turbines and logistic operations as subsystems requiring attention to reduce downtime.
The study compared different data modeling methods and found the lognormal distribution provided the best fit. This allowed more accurate calculation of key maintainability measures like mean downtime. The analysis provided insights for effective maintenance planning and future system design improvements to minimize downtime.
The Vertex Companies, Inc. - Time Impact AnalysisLisa Dehner
The document provides an overview of nine commonly used time impact analysis methodologies for evaluating construction delay claims. It describes the basic and specific attributes of each methodology, including whether they are retrospective or prospective, observational or modeled, and details of their implementation approaches. Key factors in determining the appropriate methodology include whether the analysis is being conducted during or after a project, and the availability of contemporaneous schedule updates.
This document provides an overview of various tools used for educational management, including control charts, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and planning programming budgeting system (PPBS). It describes each tool, how it is used, its process and benefits. Control charts are used to study process changes over time using a central line and upper and lower control limits. Gantt charts are used for project planning and guidance. CPM and PERT are used for project scheduling and identify critical paths. PPBS is a management tool for decision making and implementation using a program structure, documents, decision process and information system.
Reverse Engineering for Documenting Software Architectures, a Literature ReviewEditor IJCATR
Recently, much research in software engineering focused on reverse engineering of software systems which has become one
of the major engineering trends for software evolution. The objective of this survey paper is to provide a literature review on the
existing reverse engineering methodologies and approaches for documenting the architecture of software systems. The survey process
was based on selecting the most common approaches that form the current state of the art in documenting software architectures. We
discuss the limitations of these approaches and highlight the main directions for future research and describe specific open issues for
research.
This document outlines and compares two papers on task scheduling for software development projects. For the first paper, it summarizes the analytical method used to model tasks as a graph and schedule them across global teams to minimize project time. For the second paper, it summarizes the simulation model used to analyze how different scheduling strategies affect project progress and completion time. It then compares the two papers, noting that the first generates a scheduling policy while the second takes a policy as input, and that the second provides more insight but was only tested on simulated data.
Planning and Optimization of Resource Constrained Project Scheduling by using...IRJET Journal
This document presents a study on optimizing the scheduling of construction projects using a genetic algorithm approach. It discusses traditional project scheduling methods like critical path method that do not consider resource constraints. The study aims to develop a genetic algorithm model to minimize the duration of a residential building project given resource constraints. It describes conducting a questionnaire survey to identify critical delay factors. The genetic algorithm is applied to optimize the schedule obtained from Microsoft Project, reducing the duration from 185 days to 172 days. The genetic algorithm approach provides a more effective scheduling solution than traditional methods.
This document provides an overview of operational research. It defines operational research as applying scientific methods to optimize systems. The key approaches include orientation, problem definition, data collection, model formulation, model solution, validation, and implementation. Common techniques are linear programming, dynamic programming, queueing theory, inventory control, decision theory, network analysis, and simulation. These have been used across industries, defense, planning, agriculture, and public utilities. Overall, operational research is a tool that can improve productivity by optimizing systems through scientific problem solving.
A guide to deal with uncertainties in software project managementijcsit
Various project management approaches do not consider the impact that uncertainties have on the project.
The identified threats by uncertainty in a projec day-to-day are real and immediate and the expectations in
a project are often high. The project manager faces a dilemma: decisions must be made in the present
about future situations which are inherently uncertain. The use of uncertainty management in project can
be a determining factor for the project success. This paper presents a systematic review about uncertainties
management in software projects and a guide is proposed based on the review. It aims to present the best
practices to manage uncertainties in software projects in a structured way including techniques and
strategies to uncertainties containment.
The document discusses improving life cycle assessment (LCA) methodology by including spatial, dynamic, and place-based modeling. It summarizes limitations of current LCA approaches, such as their static and site-independent nature. The document proposes linking industrial models with spatially explicit, dynamic ecosystem models to better account for location-specific environmental impacts over time. This approach could help address current LCA limitations by simulating how placing industrial activities within actual ecosystems may affect environmental burdens.
Conceptualization of a Domain Specific Simulator for Requirements Prioritizationresearchinventy
This paper conceptualizes a domain specific simulator for requirements prioritization; its aims at helping to identify appropriate prioritization strategies for a project in hand. The possible existing scenarios are difficult to analyze; they involve different variables, like the selection of: stakeholders (their availability, expertise, and importance); prioritization criteria; and prioritization methods. To demonstrate the feasibility of the proposed simulator elements, a well established general purpose simulator, called Arena, was used. The results demonstrate that, it is possible to build the suggested scenarios in order to study and make inferences about the prioritization strategies.
The document discusses Success Driven Project Management (SDPM), a methodology for managing project uncertainties, risks, and resource restrictions. SDPM involves calculating success probabilities and contingency reserves during planning, and tracking success probability trends during execution. It is being applied successfully in Brazil for oil and gas projects. SDPM is compared to other approaches like Critical Chain Project Management, and its expansion to more projects in Brazil is discussed.
This document discusses the key components of establishing an effective monitoring and evaluation (M&E) system for international development programs, including: 1) conducting a causal analysis to identify the problem, its causes, and desired outcomes of the program; 2) developing a logical framework (logframe) that outlines the goals, objectives, indicators, and assumptions of the program; and 3) creating an indicator matrix that defines each indicator and outlines the data collection methods, responsibilities, analysis, and use of data. The document emphasizes starting M&E planning early and involving stakeholders to ensure the feasibility and ownership of the M&E system.
Project Management Masters Thesis - Gary Hayes Gary Hayes
This document provides a summary of Gary Hayes' Masters thesis which compares two delay analysis techniques - the AACE Recommended Practice for Forensic Schedule Analysis and the UK Society of Construction Law delay and disruption protocol. Hayes analyzes how these techniques address issues like float ownership, concurrent delays, and extension of time. The thesis also reviews Australian court cases and lessons regarding selecting the appropriate delay analysis technique based on factors like using quality data, matching theory to facts, using a recognized method, and preferring simplicity over sophistication in analyses.
Software Cost Estimation Using Clustering and Ranking SchemeEditor IJMTER
Software cost estimation is an important task in the software design and development process.
Planning and budgeting tasks are carried out with reference to the software cost values. A variety of
software properties are used in the cost estimation process. Hardware, products, technology and
methodology factors are used in the cost estimation process. The software cost estimation quality is
measured with reference to the accuracy levels.
Software cost estimation is carried out using three types of techniques. They are regression based
model, anology based model and machine learning model. Each model has a set of technique for the
software cost estimation process. 11 cost estimation techniques fewer than 3 different categories are
used in the system. The Attribute Relational File Format (ARFF) is used maintain the software product
property values. The ARFF file is used as the main input for the system.
The proposed system is designed to perform the clustering and ranking of software cost
estimation methods. Non overlapped clustering technique is enhanced with optimal centroid estimation
mechanism. The system improves the clustering and ranking process accuracy. The system produces
efficient ranking results on software cost estimation methods.
Computational intelligence systems in industrial engineeringSpringer
This document summarizes and compares different methods for aiding decision makers in selecting preferred solutions from large sets of Pareto optimal solutions in multi-objective optimization problems. It focuses on two main methods: 1) an a priori method called Guided Multi-Objective Genetic Algorithm (G-MOGA) and 2) an a posteriori method using subtractive clustering and fuzzy preference assignment. These methods are compared using a case study involving optimization of test intervals for components in a nuclear power plant safety system with objectives of availability, cost, and worker exposure. The document provides background on the case study problem and objectives before analyzing and comparing the different decision support methods.
The document provides information about work study and method study techniques. It discusses that method study aims to analyze and improve work processes by eliminating unnecessary movements and reducing time wastage. The key steps in method study include selecting a process to study, recording the current process using tools like flow diagrams and charts, examining each step critically, developing and approving an improved method, installing the new method, and maintaining the improvements. Common method study tools mentioned are process charts, flow diagrams, Pareto analysis and Gantt/PERT charts. The document also outlines different recording techniques used in method studies.
Guidelines to Understanding Design of Experiment and Reliability Predictionijsrd.com
This paper will focus on how to plan experiments effectively and how to analyse data correctly. Practical and correct methods for analysing data from life testing will also be provided. This paper gives an extensive overview of reliability issues, definitions and prediction methods currently used in the industry. It defines different methods and correlations between these methods in order to make reliability comparison statements from different manufacturers' in easy way that may use different prediction methods and databases for failure rates. The paper finds however such comparison very difficult and risky unless the conditions for the reliability statements are scrutinized and analysed in detail.
450595389ITLS5200INDIVIDUALASSIGNMENTS22015Leonard Ong
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- It examines BITRE data on total container throughput from 2006-2014, finding seasonality. Nine forecasting methods are applied including simple and weighted moving averages, exponential smoothing, and methods accounting for trends and seasonality.
- The Holt-Winters method produced the most accurate forecast for September 2014 throughput, based on having the lowest errors according to MAD, MSE, and MAPE calculations.
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This document presents a case study on maintainability analysis of an offshore gas compression train system.
The study proposes a methodology to analyze maintenance downtime data over time to identify improvement trends and critical subsystems. Applying this to a gas compression train system, the analysis found improvement trends from enhanced spare parts logistics and equipment scheduling. It also identified gas turbines and logistic operations as subsystems requiring attention to reduce downtime.
The study compared different data modeling methods and found the lognormal distribution provided the best fit. This allowed more accurate calculation of key maintainability measures like mean downtime. The analysis provided insights for effective maintenance planning and future system design improvements to minimize downtime.
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The document provides an overview of nine commonly used time impact analysis methodologies for evaluating construction delay claims. It describes the basic and specific attributes of each methodology, including whether they are retrospective or prospective, observational or modeled, and details of their implementation approaches. Key factors in determining the appropriate methodology include whether the analysis is being conducted during or after a project, and the availability of contemporaneous schedule updates.
This document provides an overview of various tools used for educational management, including control charts, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and planning programming budgeting system (PPBS). It describes each tool, how it is used, its process and benefits. Control charts are used to study process changes over time using a central line and upper and lower control limits. Gantt charts are used for project planning and guidance. CPM and PERT are used for project scheduling and identify critical paths. PPBS is a management tool for decision making and implementation using a program structure, documents, decision process and information system.
Reverse Engineering for Documenting Software Architectures, a Literature ReviewEditor IJCATR
Recently, much research in software engineering focused on reverse engineering of software systems which has become one
of the major engineering trends for software evolution. The objective of this survey paper is to provide a literature review on the
existing reverse engineering methodologies and approaches for documenting the architecture of software systems. The survey process
was based on selecting the most common approaches that form the current state of the art in documenting software architectures. We
discuss the limitations of these approaches and highlight the main directions for future research and describe specific open issues for
research.
This document outlines and compares two papers on task scheduling for software development projects. For the first paper, it summarizes the analytical method used to model tasks as a graph and schedule them across global teams to minimize project time. For the second paper, it summarizes the simulation model used to analyze how different scheduling strategies affect project progress and completion time. It then compares the two papers, noting that the first generates a scheduling policy while the second takes a policy as input, and that the second provides more insight but was only tested on simulated data.
Planning and Optimization of Resource Constrained Project Scheduling by using...IRJET Journal
This document presents a study on optimizing the scheduling of construction projects using a genetic algorithm approach. It discusses traditional project scheduling methods like critical path method that do not consider resource constraints. The study aims to develop a genetic algorithm model to minimize the duration of a residential building project given resource constraints. It describes conducting a questionnaire survey to identify critical delay factors. The genetic algorithm is applied to optimize the schedule obtained from Microsoft Project, reducing the duration from 185 days to 172 days. The genetic algorithm approach provides a more effective scheduling solution than traditional methods.
This document provides an overview of operational research. It defines operational research as applying scientific methods to optimize systems. The key approaches include orientation, problem definition, data collection, model formulation, model solution, validation, and implementation. Common techniques are linear programming, dynamic programming, queueing theory, inventory control, decision theory, network analysis, and simulation. These have been used across industries, defense, planning, agriculture, and public utilities. Overall, operational research is a tool that can improve productivity by optimizing systems through scientific problem solving.
A guide to deal with uncertainties in software project managementijcsit
Various project management approaches do not consider the impact that uncertainties have on the project.
The identified threats by uncertainty in a projec day-to-day are real and immediate and the expectations in
a project are often high. The project manager faces a dilemma: decisions must be made in the present
about future situations which are inherently uncertain. The use of uncertainty management in project can
be a determining factor for the project success. This paper presents a systematic review about uncertainties
management in software projects and a guide is proposed based on the review. It aims to present the best
practices to manage uncertainties in software projects in a structured way including techniques and
strategies to uncertainties containment.
The document discusses improving life cycle assessment (LCA) methodology by including spatial, dynamic, and place-based modeling. It summarizes limitations of current LCA approaches, such as their static and site-independent nature. The document proposes linking industrial models with spatially explicit, dynamic ecosystem models to better account for location-specific environmental impacts over time. This approach could help address current LCA limitations by simulating how placing industrial activities within actual ecosystems may affect environmental burdens.
Conceptualization of a Domain Specific Simulator for Requirements Prioritizationresearchinventy
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The document discusses Success Driven Project Management (SDPM), a methodology for managing project uncertainties, risks, and resource restrictions. SDPM involves calculating success probabilities and contingency reserves during planning, and tracking success probability trends during execution. It is being applied successfully in Brazil for oil and gas projects. SDPM is compared to other approaches like Critical Chain Project Management, and its expansion to more projects in Brazil is discussed.
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Choosing the Most
Appropriate
Schedule Analysis
Method
By: Share
Andrew Avalon, P.E., PSP
This paper presents an overview of each of the
nine schedule analysis methodologies, the
nomenclature used to categorize the different
methods, and the strengths and limitations of
each method. It then discusses 11 factors a
forensic schedule analyst should consider when
choosing the most appropriate schedule
analysis method. DOWNLOAD
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ABSTRACT
AACE® International’s Recommended Practice No. 29R‑03 for Forensic Schedule Analysis (RP 29R‑03) presents nine different
methodologies for performing schedule analyses. Some schedule analysis methods are better suited for certain purposes
than others. Each method is unique in its applicability to a given set of project specifics, including: type of project, legal
jurisdiction, contract documents, dispute resolution mechanism, fact pattern, and other project execution factors. A mismatch
between project specifics and the selected methodology can substantially undermine a party’s chance of recovery, add
unnecessary costs, and distract from factual entitlement issues.
Familiarity with the key elements of AACE® 29R‑03 and a clear understanding of the core assumptions, strengths and
weaknesses of the recommended methodologies is a basic, yet critical, step for properly implementing a schedule analysis.
This paper presents an overview of each of the nine schedule analysis methodologies, the nomenclature used to categorize
the different methods, and the strengths and limitations of each method. It then discusses eleven factors a forensic schedule
analyst should consider when choosing the most appropriate schedule analysis method.
1. INTRODUCTION
AACE® International’s Recommended Practice No. 29R-03 for Forensic Schedule Analysis (RP 29R‑03) was initially published
on June 25, 2007, and subsequently revised on June 23, 2009 and April 25, 2011. RP 29R‑03 presents nine different
methodologies for performing schedule analyses and discusses eleven technical, legal, and practical factors for consideration
when choosing a forensic schedule analysis methodology. The primary purpose of RP 29R‑03 was to foster competent
schedule analysis and furnish the industry as a whole with the necessary technical information to categorize and evaluate the
varying forensic schedule analysis methods.
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This paper presents an overview of each of the nine schedule analysis methodologies, the nomenclature used to categorize
the different methods, the strengths and limitations of each method, and eleven factors to consider when choosing the most
appropriate schedule analysis method. The graphics and concepts discussed in this paper are sourced, excerpted, and/or
paraphrased from RP 29R‑03 with permission from AACE. The purpose of this paper is to introduce to individuals unfamiliar
with RP 29R‑03 the nine different schedule analysis methodologies and eleven factors to consider when choosing a forensic
schedule analysis methodology, as well as to suggest potential improvements to RP 29R‑03.
The legal industry immediately perceived the significance of AACE® 29R‑03, and construction law firms, such as Watt Tieder,
commented on it in regards to reconciling technical and legal factors when choosing a forensic schedule analysis
methodology. Also, in June 2015, Harold D. Lester, Jr., Board Judge, presided over Yates-Desbuild Joint Venture’s (YDJV’s)
Motion to exclude the testimony of the U.S. Department of State’s scheduling expert witness, as well as the entirety of his
expert report, because his methodology was allegedly flawed and not recognized in the industry. YDJV’s Motion was based
on the assertion that the U.S. Department of State’s scheduling expert’s methodology was flawed and was not recognized in
the industry because: 1) it was not supported by RP 29R‑03 and 2) his analysis was inconsistent with RP 29R‑03.
Judge Lester denied the motion but did not object to the use of RP 29R‑03 by the moving party. Neither did Judge Lester
dismiss the Motion as frivolous. That the attorneys of Bradley Arant Boult Cummings LLP believed that strict non-compliance
with RP 29R‑03 could be legitimate grounds for exclusion of an expert witness’ testimony highlights how far the recognition of
RP 29R‑03 has progressed in the legal arena.
2. FORENSIC SCHEDULE ANALYSIS TAXONOMY AND NOMENCLATURE
The foundation of AACE® 29R‑03 is a descriptive taxonomy, meaning a classification into ordered categories, of CPM-based
schedule analysis methodologies. Figure 1 presents a summary chart of the RP 29R‑03 taxonomy. RP 29R‑03 focuses on
retrospective schedule analyses, where the impacts of actual delays are known and can be quantified because they have
1
2
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already occurred. In contrast, prospective schedule analyses are based on the expected impacts of forecasted delays,
changes, and/or added work scopes that have not yet occurred and not been fully documented.
Retrospective schedule analyses can be grouped into either observational or modeled methods. Observational schedule
analysis methods involve examining a schedule without the analyst making revisions to the schedule to simulate a specific
scenario. Modeled schedule analysis methods require the analyst to insert or remove delay events into or from a Critical Path
Method (CPM) network to compare the calculated results of the “before” and “after” conditions.
Figure 1 : Nomenclature Correspondence
(Reprinted with permission of AACE® International) [ 1, page 12 ]
3. NINE METHOD IMPLEMENTATION PROTOCOLS
The RP 29R‑03 taxonomy identifies nine Method Implementation Protocols (MIP’s) for forensic schedule analysis which are
summarized below.
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3.1 OBSERVATIONAL / STATIC / GROSS
MIP 3.1 is an observational technique that compares the as-planned schedule to the as-built schedule. “In its simplest
application, the method does not involve any explicit use of CPM logic and can simply be an observational study of start and
finish dates of various activities. It can be performed using a simple graphic comparison of the as-planned schedule to the
as-built schedule. A more sophisticated implementation compares the dates and the relative sequences of the activities and
tabulates the differences in activity duration, and logic ties and seeks to determine the causes and explain the significance of
each variance. In its most sophisticated application, it can identify on a daily basis the most delayed activities and candidates
for the as-built critical path.” [ 1, pages 38-39 ]. Figure 3 presents the MIP 3.1 comparison of an as-planned and as built
schedule and identifies activity start and completion delays and the overall project delay.
Figure 3
Observational, Static, Gross Analysis Method
(Reprinted with permission of AACE® International) [ 1, page 38 ]
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MIP 3.1 has been generally deemed unsuitable for the following situation:
Project durations extending into multiple dozens of update periods.
Projects built in a manner significantly different than planned.
Complicated projects with multiple critical paths.
Projects with several critical path changes.
Projects with concurrent delays and pacing issues.
3.2 OBSERVATIONAL / STATIC / PERIODIC
“Like MIP 3.1, 3.2 is an observational technique that compares the baseline or other planned schedule to the as-built schedule
or a schedule update that reflects progress. But, this method analyzes the project in multiple segments rather than in one
whole continuum.” [ 1, page 44 ]. “The advantage of performing this analysis in two or more time periods is that the
identification of delays or accelerations can be more precisely identified to particular events.” [ 1, page 45 ]. “The fact that the
analysis is segmented into periods does not significantly increase or decrease the technical accuracy of this method when
compared to MIP 3.1.” [ 1, page 45 ]. Figure 4 presents the MIP 3.2 comparison of an as-planned and as built schedule divided
into three periods.
Figure 4
Observational, Static, Periodic Analysis Method
(Reprinted with permission of AACE® International) [ 1, page 44 ]
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MIP 3.2 and MIP 3.1 share the same limitations. MIP 3.2 “provides [ the ] illusion of greater detail and accuracy compared to
MIP 3.1 where none exists…” [ 1, page 50 ].
3.3 OBSERVATIONAL / DYNAMIC / CONTEMPORANEOUS AS-IS
MIP 3.1 and 3.2 are static in the sense that they do not track the evolution of the critical path over time. MIP 3.3, on the other
hand, “uses the project schedule updates to quantify the loss or gain of time along a logic path that was or became critical
and identify the activities responsible for the critical delay or gain.” [ 1, page 51 ]. “[ I ]t relies on the forward-looking calculations
made at the time the updates were prepared.” [ 1, page 51 ]. MIP 3.3 observes the activity dates and logic between update
data dates, thus the concept of periods or “windows.” It also relies on schedule updates as prepared contemporaneously
during the project execution, “based on essentially unaltered, existing schedule logic.” [ 1, page 51 ].
Limitations of MIP 3.3 include:
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MIP 3.3 is only as accurate as the contemporaneous schedule updates it relies upon. The updates must be validated; if
they require significant modification (date constraints, relationships, durations, progress data) to accurately reflect both
reported progress and means and methods, then MIP 3.3 becomes MIP 3.5.
Except with very simple network models, it may be difficult to distinguish schedule variances caused by non-progress
revisions from schedule variances caused purely by insufficient progress. [ 1, page 58 ].
Although not listed as a caveat in RP 29R‑03, MIP 3.3 may not adequately consider concurrency and pacing issues. An
improvement to RP 29R‑03 would be to add a bullet in Section 3.3.M stating, “Typically does not adequately consider
concurrency and pacing issues.”
3.4 OBSERVATIONAL / DYNAMIC / CONTEMPORANEOUS SPLIT
MIP 3.4 adds an additional step to MIP 3.3. An intermediate schedule update is created by updating the previous update with
progress information up to the new update, but without changing non-progress data (constraints, relationships, new
activities). A comparison between the two updates and the half-step schedule allows the analyst to assess the discrete
impact on the update‑to‑update schedule variances caused by factors other than pure progress [ 1, page 58 ]. MIP 3.4 can be
applied to discrete windows during an MIP 3.3 analysis, when changes to scope or means of construction are the key delay
events. MIP 3.3 and MIP 3.4 are not mutually exclusive.
Limitations of MIP 3.4 include:
“To yield accurate results, the contemporaneous schedule updates used in the analysis must be validated as accurate both
in reported progress… and in … means and methods.” [ 1, page 65 ].
“If date constraints were liberally used in the update schedules, analysis may be very difficult.” [ 1, page 65 ].
Although not listed as a caveat in RP 29R‑03, MIP 3.4 may not adequately consider concurrency and pacing issues. An
improvement to RP 29R‑03 would be to add a bullet in Section 3.4.M stating, “Typically does not adequately consider
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concurrency and pacing issues.”
3.5 OBSERVATIONAL / DYNAMIC / MODIFIED OR RECREATED
MIP 3.5 applies the same incremental technique as MIPs 3.3 and MIP 3.4 but allows for the modification, or even re-creation of
the periodic schedule updates. “MIP 3.5 is usually implemented when contemporaneous updates are not available or never
existed.” [ 1, page 65 ].
Limitations of MIP 3.5 include:
Where updates are recreated, it is critical to carefully consider logic changes typically incorporated during the project.
“To be credible, recreated schedule updates must be accurate both in reported progress to date and in the network’s
representation of contemporaneous means” and methods [ 1, page 69 ].
“Relatively time consuming and therefore costly to implement…” [ 1, page 69 ].
“The analyst should anticipate significantly more scrutiny and challenges” [ 1, page 69 ].
Although not listed as a caveat in RP 29R‑03, MIP 3.5 may not adequately consider concurrency and pacing issues. An
improvement to RP 29R‑03 would be to add a bullet in Section 3.5.M stating, “Typically does not adequately consider
concurrency and pacing issues.”
3.6 MODELED / ADDITIVE / SINGLE BASE
MIP 3.6 simulates an impact scenario by adding a new activity or relationship in an existing CPM network model. Activities and
logic representing delays or changes are added into a CPM network model to determine their hypothetical impact on project
milestones. “MIP 3.6 can be used prospectively or retrospectively.” [ 1, page 70 ]. Figure 5 illustrates the MIP 3.6 method
(modeled, additive, single base analysis) applied to a delayed start of laying pipe.
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Figure 5
Modeled, Additive, Single Base Method
(Reprinted with permission of AACE® International) [ 1, page 70 ]
Limitations of MIP 3.6 include:
It is a hypothetical model that does not account for changes in critical path and actual progress during construction (when
applied to a baseline schedule).
“Accuracy of the duration of critical path impact for any given delay event degrades in proportion to the chronological
distance of the delay event from the data date.” [ 1, page 75 ].
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3.7 MODELED / ADDITIVE / MULTIPLE BASE
MIP 3.7 “consists of the insertion or addition of activities representing delays or changes into a network analysis model
representing a plan to determine the hypothetical impact of those inserted activities to the network.” [ 1, page 75 ]. While
RP 29R‑03 states that “MIP3.7 is a retrospective analysis”, it is also commonly used prospectively as the project progresses.
[ 1, page 76 ]. For example, see RP 29R‑03, Section 5.1, which states, “Some contracts … require that all requests for time
extension (either during the life of the project or at the end of the job) be substantiated through the use of a prospective TIA
(similar to MIP 3.7).” [ 1, page 126 ].
Limitations of MIP 3.7 are similar to MIP 3.6 except that compared to MIP 3.6, the periodic nature of MIP 3.7 incorporates as-
built progress data and logic changes. MIP 3.7 is more labor intensive than the simpler MIP 3.6.
3.8 MODELED / SUBTRACTIVE / SINGLE SIMULATION
Both MIP 3.6 and 3.7 add activities or logic changes to a baseline or progress update schedules and compare the outcome to
the as-built schedule (or next progress update). MIP 3.8 instead subtracts activities or changes from the as-built schedule.
“The simulation consists of the extraction of entire activities or a portion of the as-built durations representing delays or
changes from a network analysis model representing the as-built condition of the schedule to determine the impact of those
extracted activities on the network.” [ 1, page 82 ]. “The subtractive simulation is performed on one network analysis model
representing the as-built.” [ 1, page 82 ]. The outcome would be the actual progress of the project “but-for” the subtracted
delays. The difference between the as-built schedule and the but-for schedule quantifies the incremental delay caused by the
deleted activities. Figure 6 illustrates MIP 3.8 and shows that, but-for an owner caused delay to the start of pipe laying,
backfilling would have completed earlier.
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Figure 6
Modeled, Subtractive, Single Simulation Method
(Reprinted with permission of AACE® International) [ 1, page 82 ]
Limitations of MIP 3.8 include:
“Perceived to be purely an after-the-fact reconstruction of events that does not refer to schedule updates used during the
project.” [ 1, page 89 ]
“Reconstructing the as-built schedule is very fact and labor intensive.” [ 1, page 89 ]
The as-built durations, changes in scope, changes in construction sequencing and methodologies may not have been
adequately updated by the project planner.
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3.9 MODELED / SUBTRACTIVE / MULTIPLE BASE
MIP 3.9 applies MIP 3.8 subtractive simulation to the as-built durations of multiple network analysis models typically
representing updated schedules. “MIP 3.9 considers … logic changes and, therefore, is thought to be more attuned to the
perceived critical path….” [ 1, page 90 ].
Limitations of MIP 3.9 include:
As for MIP 3.8, MIP 3.9 depends on the quality and completeness of the schedule updates. Varied scope and changed
sequencing (change in means/methodology) not reflected in the updated schedule may skew the analysis.
“Reconstructing the as-built schedule is very fact and labor intensive.” [ 1, page 97 ].
As with MIP 3.8, any changes to duration, scope and relationship to mimic as‑built conditions must be based on facts
(documents), opinions of witnesses (superintendent, project manager) and the forensic planner’s experience with
construction work sequences.
4. FACTORS TO CONSIDER WHEN SELECTING THE MOST APPROPRIATE
SCHEDULE ANALYSIS METHOD
RP 29R‑03 identifies technical, legal, and practical considerations for selecting the most appropriate schedule analysis
method. “Some methods are better suited for certain purposes than others.” [ 1, page 127, Figure 17 ]. Other critical constraints
include quality of project records, access to project personnel and time available.
A given protocol will typically be better suited to representing one party’s side of a dispute. As a result, opposing counsel may
question the impartiality of the methodology. Because the choice of schedule analysis method may be challenged during or
before trial, practitioners should know how best to select a particular delay evaluation method and how to document their
choice in anticipation of a possible challenge.
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4.1 TECHNICAL CONSIDERATIONS
“[T]he selection of the analytical method should be based primarily on technical considerations related to the purpose, the
timing, availability of data, and the nature and complexity of the delay and scheduling information.” [ 1, page 125 ].
4.2 PURPOSE OF THE ANALYSIS
“Generally, the purpose of forensic schedule analysis is to quantify delay, determine causation, and assess responsibility and
financial consequences for delay.” [ 1, page 127 ]. The forensic schedule analyst first assesses the events that occurred on the
project, then considers “issues such as concurrent delay, pacing delay, delay mitigation, etc.” [ 1, page 127 ]. If concurrent delay
is a significant issue in the delay analysis, then the forensic schedule analyst should choose a method that specifically
provides for concurrent delay identification and analysis.
Figure 17 summarizes the suitability of the nine MIP’s for some typical forensic uses of CPM schedules.
Figure 17
Some Methods Are Better Suited for Certain Purposes than Others
(Reprinted with permission of AACE® International) [ 1, page 127 ]
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While, Figure 17 presents potential forensic uses of the nine schedule analysis methods, not all methods marked “OK” are
commonly used for the purposes indicated. For example, MIP 3.8 and 3.9 are not typically used to demonstrate entitlement to
a non-compensable time extension. An improvement to RP 29R‑03 would be to remove the “OK” marks on Figure 17 for
“Non‑Compensable Time Extension” for MIP 3.8 and 3.9. Also, although not marked “OK”, MIP 3.6 and 3.7 can be used to
demonstrate compensable delay as discussed in RP 29R‑03 Sections 3.6.I and 3.7.I. Another improvement to RP 29R‑03 would
be to add the “OK” marks on Figure 17 for “Compensable Time Extension” for MIP 3.6 and 3.7. Finally, because MIPs 3.1 through
3.5 typically do not adequately consider concurrency and pacing issues, an improvement to RP 29R‑03 would be to remove
the “OK” marks on Figure 17 for “Compensable Time Extension” for MIPs 3.1 through 3.5 because, in most US jurisdictions, if
concurrent delays exist, typically neither party is entitled to compensable delay damages.
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4.3 SOURCE DATA AVAILABILITY AND RELIABILITY
“[ T ]he choice of a particular forensic scheduling methodology is substantially influenced by the availability of source data
that can be validated and determined reliable for the purpose of the analysis. If, for example, the project records show that
there exists only a baseline schedule but no schedule updates for the duration of the project, then the observational MIP’s 3.3
and 3.4 cannot be utilized.” [ 1, page 128 ].
Only after reviewing the availability and reliability of the project documentation can the forensic scheduler formulate a plan and
recommend a forensic schedule analysis method appropriate to the project and the analysis goals. Figure 18 presents “the
source schedules that are required to implement the minimum basic protocol for each MIP.” [ 1, page 128 ].
Figure 18
Source Data Validation Needed for Various Methods
(Reprinted with permission of AACE® International) [ 1, page 128 ]
4.4 COMPLEXITY OF THE DISPUTE
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“When considering a forensic schedule analysis method, the forensic schedule analyst should do so with some knowledge of
the complexity of the dispute in question and the number of events to be included in the forensic scheduling effort.”
[ 1, page 128 ] “Some complex disputes can still be analyzed with a less complex analytical technique. And, some of the
methods … may not require analysis of every activity on the schedule but can be focused on the critical path and sub-critical
paths or on key events and activities only, to reduce both the cost and the complexity of the analysis.” [ 1, page 129 ].
4.5 LEGAL CONSIDERATIONS
“Having selected the technically appropriate analysis method based on these criteria, the analyst must now consider the legal
criteria, which varies from one jurisdiction to another.” [ 1, page 125 ]. The schedule analyst should seek the advice of legal
counsel “with specialized knowledge of the laws of the jurisdiction and forensic schedule analysis methods.” [ 1, page 125 ].
4.6 CONTRACTUAL REQUIREMENTS
“When a project is executed under a contract that specifies or mandates a specific schedule delay analysis method, then the
choice of method is largely taken out of the hands of the forensic schedule analyst, and contract compliance is the prevailing
factor. Some contracts, for example, now require that all requests for time extension (either during the life of the project or at
the end of the job) be substantiated through the use of a prospective TIA (similar to MIP 3.7).” [ 1, page 126 ].
Given an unambiguous contract requirement describing the documentation or method to be used to support requests for
time extensions or time related compensation, forensic schedule analysts should follow the contract requirements and the
applicable codes and laws governing that contract. Unfortunately, as in the case of a contractual reference to a “but-for TIA”,
not all contractual requirements that impact the forensic schedule analyst’s choice of methodology are clear and
unambiguous.
4.7 FORUM FOR RESOLUTION AND AUDIENCE
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The schedule analyst should consider “whether the claim is likely to settle in negotiation, mediation, arbitration (and if so,
under what rules), or litigation (and if so, in which court). If there is good reason to believe that all issues are likely to be settled
at the bargaining table, or in mediation, then the range of options for forensic scheduling methods is wide open as the
audience is only the people on the other side and they may be motivated, persuaded or willing to make decisions based upon
a forensic schedule analysis method different than that specified in the contract. Almost any option which is objective,
accurately executed and is persuasive is legitimately open for consideration. On the other hand, if legal counsel believes that
the issue will end up in court or a government agency board, then the range of options available may be considerably
narrowed because many courts and boards have adopted their own rules concerning forensic scheduling.” [ 1, page 130 ].
4.8 LEGAL OR PROCEDURAL REQUIREMENTS
“Depending upon the forum for the dispute and the jurisdiction, the forensic schedule analyst must be aware of or ask about
any contractual, legal, or procedural requirements that may impact the forensic analysis. There may be other contractual,
legal, or procedural rules impacting forensic scheduling that the forensic scheduling analyst should consider when making a
recommendation concerning which forensic scheduling methodology to use on a particular claim. Consultation with the
client’s legal counsel on these issues is essential.” [ 1, page 130 ].
4.9 PRACTICAL CONSIDERATIONS
Legal and technical issues aside, other practical issues may also determine the choice of a particular forensic schedule
analysis. “As in any commercial undertaking, while practical considerations are appropriate, these considerations must be
secondary to the technical and legal considerations.” [ 1, pages 125-126 ].
4.10 SIZE OF THE DISPUTE
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The size of the dispute and the amount in controversy typically plays a role in the choice of method. “In most situations, the
choice of the forensic schedule analyst is constrained by how much a client has to spend to increase the probability of
successful resolution of the dispute. This is most often determined by how much money is at stake. The forensic schedule
analyst needs to recommend a forensic schedule analysis method that is both cost effective and suitable for the size of the
dispute.” [ 1, page 128 ].
4.11 BUDGET FOR FORENSIC SCHEDULE ANALYSIS
Corresponding with the size and the complexity of the dispute is the client’s budget for the forensic schedule analysis. “If the
client is prepared to spend only a small amount for a forensic schedule analysis effort, then the forensic schedule analyst
should consider using less expensive forensic scheduling methods or cost saving alternatives – such as using the client’s in-
house staff for certain tasks rather than outside consultant staff.” [ 1, page 129 ].
4.12 TIME ALLOWED FOR FORENSIC SCHEDULE ANALYSIS
For an analysis to be performed under time constraints, the forensic schedule analyst must consider “the time required for
research, data validation, and claim team coordination which may be extensive, as well as production of the report.”
[ 1, page 129 ].
The decision to perform a forensic schedule analysis is often not made early enough to allow complete flexibility in the choice
of an analytical method, and the forensic schedule analyst may have a very limited timeframe in which to complete the work. If
time constraints push the analyst to recommend short cuts or a method that can be completed in far less time than other
forensic scheduling methods, then again the forensic schedule analyst should point out the risks of proceeding in this manner.
4.13 EXPERTISE OF THE FORENSIC SCHEDULE ANALYST AND RESOURCES
AVAILABLE
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If the forensic schedule analyst is experienced with only a few schedule analysis methods and may be challenged by the
other side, “the forensic schedule analyst may be compelled to recommend use only of methods with which the analyst has
experience. If the analyst determines that another method in which the analyst has little or no experience is more appropriate
to the particular case then the analyst should be prepared to disclose that fact to the client. Additionally, if the forensic
schedule analyst is to perform all analytical work individually with no assistance, the analyst may be constrained to
recommend simpler methods which can be performed individually and will not require a staff of additional people processing
data, making computer runs, etc.” [ 1, page 130 ].
4.14 CUSTOM AND USAGE OF METHODS ON THE PROJECT OR CASE
A final consideration is the past history of schedule analysis methods used during the project. “Typically, a forensic schedule
analyst is not engaged until after preliminary negotiations have failed. Thus, the forensic schedule analyst needs to consider
what delay analysis method was employed by the client and their staff earlier during the project, which was not acceptable to
the other side in prior negotiations.” [ 1, page 130 ]. It is best to avoid a technique that has previously proven unsuccessful
unless the scheduler can determine that the client staff performed the method erroneously in their early efforts, or that the
basis for the previous rejection was clearly erroneous.
5. CONCLUSION
All nine forensic schedule analysis methods have their appropriate uses, and their own strengths and limitations. All methods
depend on the validation of source data. Considerable thought should be given to selecting the most appropriate
methodology prior to starting a forensic schedule analysis, and this selection process must be accurately documented.
Not all of the eleven factors for consideration when selecting a forensic schedule analysis method will be applicable to all
delay claims. Nevertheless, a prudent forensic schedule analyst should consider each of the above factors, as well as any
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other relevant factors that emerge, to determine which apply to the claim at hand. Once these factors are reviewed, including
their potential synergistic effect upon each other, the forensic schedule analyst should discuss each applicable factor with the
client and their legal counsel prior to recommending a particular method for the delay analysis. Special attention should be
paid to the limits of an analyst’s own expertise. Insufficient attention to contractual limitations, forum of dispute, constraints on
time and budget, or any of the other factors outlined above may lead to a poor choice of methodology that could cause
substantial difficulties later on in claim settlement negotiations, arbitration, or litigation.
BIBLIOGRAPHY
No. Description
1 AACE® International Recommended Practice No. 29R-03, April 25, 2011 Revision, AACE International, Morgantown, WV
2 Livengood, CFCC, PSP, John C.; Kelly, P.E., PSP, Patrick M., 2015, Forensic Schedule Analysis Methods: Reconciliation of
Different Results, AACE International, Morgantown, WV
3 D’Onofrio, P.E., Robert M., 2015, Ranking AACE International’s Forensic Schedule Analysis Methodologies, AACE
International, Morgantown, WV
About the Author
is Chairman of Long International, Inc. and has over 35 years of engineering, construction
management, project management, and claims consulting experience. He is an expert in the preparation and evaluation of
construction claims, insurance claims, schedule delay analysis, entitlement analysis, arbitration/litigation support and dispute
resolution. He has prepared more than thirty CPM schedule delay analyses, written expert witness reports, and testified in
deposition, mediation, and arbitration. In addition, Mr. Avalon has published numerous articles on the subjects of CPM schedule
delay analysis and entitlement issues affecting construction claims and is a contributor to AACE® International’s
Andrew Avalon, P.E., PSP,
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