Time Impact Analysis (TIA)

DEFINITION, METHODOLOGY AND

ANALYSIS
1- TIA definition
1.1) Time Impact Analysis (TIA) is a scheduling technique used to:

1. Quantify the effects of an unplanned event.

2. Quantify the effects of increases the work scope,
3. Evaluate potential impacts to the schedule for acceleration or delay (A TIA is
forward-looking).
4. The schedule must have a valid critical path.
5. Applied to the most recently updated and accepted critical path method (CPM)
schedule.

1.2) Requirements for performing a TIA:

The TIA permits the team to analyze the change of project completion between the
original plan, the non-impacted schedule, and the impacted schedule with acceptance of
additional work.

2- Steps of performing TIA

2.1) Develop and approve schedule fragnet to model the extra work.

A fragnet is defined as the sequence of new activities that are proposed to be added to
the existing schedule. The fragnet shall identify the predecessors to the new activities
and demonstrate the impacts to successor activities

2.2) Obtain the most recently updated approved schedule

This supports and gives reason to routine updating of the schedule. An older schedule
update should not be used, rather, use the approved schedule that most recently reflects
where work status stands

2.3) Set the duration of the extra work activities (fragnet) to zero

Merge the MS Project 2013 files of the current schedule and the fragnet to get the
schedule below.
2.4) Insert the approved duration into your fragnet (schedule of new
work) and recalculate the critical path
2.5) Identify the activities used to measure the delay

Here is a special note: if your inserted fragnet does not show up on the critical path, it
will not delay the project. However, there may still be a resource availability
issue. Resource capacity and existing workload can also be checked, but that is a topic
for another paper. In the case above, redesigning the work based on the change in
specifications of a breaker causes a time impact to the remaining tasks.

2.6) Determine the correct time impact of delay.

In the above example, the project is already delayed due to slow progress on task 7, and
overall the project is beyond the baseline by 10 days. Changing the work further delays
the critical path and the time impact analysis illustrates an additional 12 day delay to the
projected finish date. Overall, the impact from additional work to the project finish is
12 days.

2.7) Determine the actual dates of the delay.

This step is calculated and shown above. The yellow double arrow shows the delay due
to the extra work.

2.8) Lastly, eliminate any delay that was already in the schedule

(The difference between the finish date with the fragnet and the recently updated CPM
schedule is the delay impact due to acceptance of the change / extra work).
That concludes using Microsoft Project to implement recommended practice 52R-06 as
defined by AACE International. This analysis can be used in all types of projects. This
schedule analysis and impact method does not determine cost impact to one’s
schedule. Performing a TIA helps PMs understand the impact of extra work, and gives
PMs the tools to communicate impact to the project finish date. The sooner the
customer knows the impact of change, the more effective one is at managing and
controlling the change.

Mina Younan :)