Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
RequirementsandDevelopments
KatrinEnders
HillInternational,LondonUK
Frankfurt,29September2015
OVERVIEW
Overview DefinitionForensicScheduleAnalysis
Approach DelayAnalysisMethodologiespro&cons
Findings Choosingamethodology,FactisKing,Guidance
Conclusions
2
OVERVIEW DEFINITION
BewarethedarkartswasthesageadviceofAlbus
DumbledoretotheyoungHarryPotter.Besidesbuddingwizards,
constructionclients(attheprojectordisputeresolutionstages),
contractorsandlawyerswouldbeequallywellservedbythis
advicewhenitcomestothedifficultsubjectofdelay
analysis"...delayanalysis likeLordVoldamort,comesinmany
guises anditseemsthereisaspellforeverycircumstance.What
wouldyoulikeconjurederrproven,sir?Letmejustmixup
somefragnets,lags,eyeofnewtandheypresto!
(cited: BEWARE THE DARK ARTS! DELAY ANALYSIS AND THE PROBLEMS WITH RELIANCE ON TECHNOLOGY, David Barry, 2009 )
3
OVERVIEW DEFINITION
FORENSICSCHEDULEANALYSIS
referstothestudyandinvestigationofeventsusingCPM orother
recognizedschedulecalculationmethodsforpotentialuseinalegal
proceeding.
thestudyofhowactualeventsinteractedinthecontextofa
complexmodelforthepurposeofunderstandingthesignificanceofa
specificdeviationorseriesofdeviationsfromsomebaselinemodeland
theirroleindeterminingthesequenceoftaskswithinthecomplex
network.
(cited:AACEInternationalRecommendedPracticeNo.29R03FORENSICSCHEDULEANALYSISTCM Framework)
4
APPROACH
Overview DefinitionForensicScheduleAnalysisandNomenclature
Approach DelayAnalysisMethodologiespro&cons
Findings Choosingamethodology,FactisKing,Guidance
Conclusions
5
APPROACH DELAYANALYSISMETHODOLOGIES
RetrospectiveAnalyses ProspectiveAnalyses
AsplannedversusAsbuilt TimeImpactAnalysis
AsBuiltButFor ImpactedAsplanned
TWO
Types
FOUR
Categories*
* See for example the Society of Construction Law Protocol on Delay and Disruption, or Association for the Advancement of Cost Engineering Recommended Practice No.29R-03
Forensic Schedule Analysis 6
APPROACH ASPLANNEDVS ASBUILT(APAB)
isthemostbasicmethodofanalysis
isobservational nochangesaremadetotheprogramme
straightforwardcomparisonbetweentheplanned vstheactual
performanceofthework
canonlybecarriedoutretrospectively(requiresasbuiltprogramme/orat
leasttheoverallasbuiltcompletiondate)
Strengths Weakness
isverysimpleandtherefore Staticcriticalpath
easytounderstand failstofulfilthefundamental
canbeperformedwith requirementtodemonstratethe
rudimentarybasedata(e.g. causallinkbetweenadelayeventand
whendetailandlogicoftheas itsallegedeffect
plannedprogrammeisunavailable, doesnotdealadequatelywith
andno detailedprogressrecords concurrentdelay
otherthantheoverallasbuilt
programmeareavailable)
7
APPROACH ASPLANNEDVS ASBUILT(APAB)
CompareAsPlannedvsAsBuilt
Activities Timescale
PlannedCP Contractual Actual
Completion Completion
AsbuiltCP Date
Date
(delays)
Claim
(delaysanddisruptions)
APPROACH IMPACTEDASPLANNED(IAP)
isaprospective methodology
delayeffectismeasuredbyimposingeventsonamodeloftheoriginal
programme(Baseline)
doesnotrelyonanyactualprogressthathasbeenmade
requiresarobustandreliableoriginalprogrammethatreflectsthe
indentedsequenceandtheScopeofWork
Strengths Weakness
relativelysimpletocarryoutand cannotbeusedforcomplexprojects
tounderstand usedtoquantifypotentialdelaysrather
No asbuiltrequired(likelychoice andactual
whenplannedprogrammeisavailable, concurrentdelayseasilyoverlooked
nosignificantchangesinthesequence assumesthatthebaselinewas
duringtheprojectexecution,few achievable
delayingevents,andwhenthereis
doesnottakeactualprogress/resources
littleornoprogressrecords)
intoaccount
notreliableindisputeresolution
9
APPROACH IMPACTEDASPLANNED(IAP)
Activities Timescale
Event
Claim
Event
Event
Event
Event
Event
10
APPROACH TIMEIMPACTANALYSIS(TIA)
prospective anddynamicmethod butcanbeappliedretrospectively
takesaccountofprogressandtiming ofdelayeventsontheWorks
requiresreliableasbuiltdatatoupdatetheprogramme(hence,ifdetailedand
regularprogressdataisnotavailablethenthismethodcannotbeused)
a reliablebaselineprogrammeisessential(ideallyreflectstheexecutionofthe
plannedprojectusingsoundconstructionlogic)
oftenundertakenintimeslices(windows)
Strengths Weakness
hasaproventrackrecordin timeconsuming(todeterminethefactual
forensicapplication backgroundandcorrectlogicassociated
preferredmethodoftheSCL withprogressrecordsanddelayevents)
Protocol requires considerabledegreeof
basedonadynamicandchanging expertiseandtechnicalknowledge
criticalpath hence,difficulttocommunicate,highly
demonstrates causeandeffect complex
11
APPROACH TIMEIMPACTANALYSIS(TIA)
Activities Timescale
Dateof Project
Event Completion
Activity1 DelaytoProject
Activity2 Completion
Activity3
DelayEvent
Progressbehind
onthisactivity. DelaytoProject
Completion(2)
Delay(1)causedbypoorprogress
Delay(2)causedbyevent
Claim=differencebetweenD(1)andD(2)
12
APPROACH ASBUILTBUTFOR(ABBF)
retrospectivemethodalsoknownasCollapsedAsbuilt(CAB)
reliesonadetailedreconstructionoftheasbuiltprogramme
normallyrestrictedtoaftertheeventanalysesinforensicwork
doeshavealimitedprospectivecapability(canbeusedtodemonstratetheeffect
ofadelayonthecompletedpartofanincompleteproject)
hasbeenproventobereliableindisputeresolution/claims
Ifdoneproperlycandemonstrateseffectandcause/takesaccountof
concurrence
Strengths Weakness
greateststrengthforforensicwork complicatedmethodhence,difficultto
isthatitisfactbased(basedonas executeandtoexplain
build) difficulttoestablishadynamicasbuilt
notreliantuponanasplanned schedule(ascomplicatedtodetermineand
programme modellogic)
requiresdetailedasbuild/progress
records
13
APPROACH ASBUILTBUTFOR(ABBF)
IdentifyPlannedPeriod&Asbuilt
Planned Actual
Planned Completion Completion
period
Asbuilt
14
APPROACH ASBUILTBUTFOR(ABBF)
IdentifyDelays
Planned Actual
Planned Completion Completion
period
Asbuilt
15
APPROACH ASBUILTBUTFOR(ABBF)
Zerodelays
Planned Actual
Planned Completion Completion
period
Asbuilt
ActualCompletionbutfor
delays
16
APPROACH ASBUILTBUTFOR(ABBF)
QuantifyClaim
Extended
Completion
Contract
Contract Completion
period Actual
Completion
Asbuilt
Culpableornon Claim
claimabledelays period
ActualCompletion
butfordelays
17
APPROACH NOMENCLATURE
AACEI RP 29R-03: Forensic Schedule Analysis
Table 1 Nomenclature Correspondence
18
FINDINGS
Overview DefinitionForensicScheduleAnalysisandNomenclature
Approach DelayAnalysisMethodologiespro&cons
Findings Choosingamethodology,FactisKing,Guidance
Conclusions
19
FINDINGS CHOOSINGAMETHODOLOGY
WhichMethodisappropriate,correct,sustainable?
Legal/Contractual
Whatdoesthejurisdiction/contractrequire?(e.g.Concurrency?LikelyorActualdelay
tocompletion?DelayAnalysisMethodSpecified?)
Whatinformationisavailable?
Planned,progress,asbuilt(Doesalackofinformationprecludetheuseofanyofthe
methods?)
TimeandMoney
Dotime/costconstraintseliminatecertainoptions?((Duringproject/AfterProject,
Recordkeeping;Staffavailable(Engineering/Management),Decisionmaking,Budget)
Otherissues:
Proportionality,Typeofproject,Whichparty,atwhatstageisthedispute?
20
FINDINGS FACTISKING
KeyFacts:
AtleastafteraneventdelaybecomesafactandtheOtherParty/theCourtsare
interestedinwhatactuallyhappenedratherthaninwhatcouldhavehappened.
Foraneventtoaffectthecompletiondateitmustfallonthecriticalpathofthe
project.
DelayAnalysisshouldbebasedonacalculatedapproach itcannotbeimpressionistic
EffectandCausenotCauseandEffect
Aretherefacts/evidenceavailableandaccessibletoverifythecause?
21
FINDINGS GUIDANCE
RecommendGuidance:
AACEI RecommendedPractice(http://www.aacei.org/resources/ppg/)
SCL Protocol(http://www.scl.org.uk/resources)
22
CONCLUSIONS
Overview DefinitionForensicScheduleAnalysisandNomenclature
Approach DelayAnalysisMethodologiespro&cons
Findings Choosingamethodology,FactisKing,Guidance
Conclusions
23
CONCLUSIONS
Conclusions:
DelayAnalysiscomesinmanyguisesallwiththeir
advantagesanddisadvantages
Tochosethemostsuitablemethoddependsonthe
surroundingfactors
FactsandcommonsenseareKING
24
QUESTIONS
QUESTIONS PLEASE ?
Katrin Enders
Associate Director
Hill International (UK) Ltd
11 Pilgrim Street,
London EC4V 6RN
Office: +44 (0)207 618 1200/ 1262
Mobile: +44 (0)7850722796
www.hillintl.com
25
SERVICES
4900Employeesworldwide
100Officesin40countries
ConstructionClaims&ConsultingGroup
ProjectManagementGroup
NYSEGlobalMarket
Foundedin1976
Employers/Contractors
HillInternational(D)GmbH
Prinzregentenstrae2022
80538Mnchen
HillInternationalUK Munich@hillintl.com
London,HillInternationalUK,Ltd.
Dsseldorf,Germany
11PilgrimSt
Graf Adolf Platz15
London,
40213Dsseldorf
EC4V6RN
Duesseldorf@hillintl.com
UK
Tel:+44(0)2076181200 Hamburg,Germany
AmKaiserkai 1
(9 UK Locations)
20457Hamburg
SERVICES
ContractAnalysis/ Delay&Disruption
Drafting Analysis
TimeRiskManagement ExpertAdvisoryServices
ProcurementStrategy ExpertWitnessServices
ContractAdvisory ClaimsPreparation
StaffAugmentation Dispute Dispute ClaimsAnalysis
ContractWorkshops Avoidance Resolution
ProjectAudits
Seminars/
Claims
Coaching/
Consulting
InHouseSeminars Mentoring Compliance
OpenSeminars ToolsandTemplates
IndustryEvents Guidelines
Coaching/Mentoring Procedures&WorkFlows
Workshops Structures