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CDR.09
IDENTIFYING THE PROBLEM The result is simultaneous delay and acceleration. The
methodology explained in this paper quantifies the delay to which
Forensic schedule consultants have been asked to justify the contractor was entitled, thus establishing one element of "con-
acceleration costs more frequently in recent years. These costs are structive acceleration." The resultant costs associated with accel-
generally related to increasing the number of labor workhours, eration are generally related to increased labor costs but the full
management and equipment needed to complete a task in a time range of acceleration costs can include:
period less that originally estimated.
• Overtime Costs
There are two types of acceleration—constructive and • Additional Labor Costs (more crews or double shifting)
directed. Constructive Acceleration requires denial of a • Stacking of trades costs
valid time extension request and you must actually • Loss of labor efficiency costs
accelerate the work. Directed Acceleration is due to a • Additional equipment costs
written demand by the owner/general contractor. All • Additional supervision costs
acceleration affects productivity but the longer an accel- • Increased material delivery costs
erated effort continues, the more labor is lost due to the • Increased overhead costs.
impacts from acceleration [1].
Throughout this text, the authors have used an example to
Either type of acceleration involves working at a more aggres- explain the acceleration time quantification methodology. This
sive rate than conditions would otherwise support. model assumes a major industrial complex, with a contract start
date of 01-Feb-99, and a completion date scheduled 626 calendar
Acceleration is the process by which the ordinary and days later on 18-Oct-00. The project involved several major phas-
expected progress of events in a construction contract is es during which the owner initiated numerous changes. In the
CDR.09.1
2004 AACE International Transactions
example, completion was achieved on 24-Apr-01, 188-calendar sequence of construction events. These natural breaks provide an
days late. However, considering the overall delay to the project opportunity for the evaluator to measure progress. While the con-
and the original planned rate of execution of the work, the con- tractor may have maintained CPM updates on a monthly basis,
tractor would not have achieved project completion until 08-Mar- the breaks do not always occur exactly at a schedule update.
02, but for the accelerated efforts undertaken to mitigate the However, the analysis is predicated on having monthly updates, so
delays and impacts. identifying changes near in time to those updates is very helpful.
In Figure 1, the calculated delay and acceleration are shown. Not all monthly updates should be used in the analysis. To do so
As the figure indicates, the overall delay exceeds the acceleration, would create a huge amount of unnecessary, and falsely detailed,
or recovered time, achieved by the contractor. The unrecovered analysis. Therefore, the schedule analyst should identify natural
delay, which occurred between 18-Oct-00 and 24-Apr-01, 188 breaks in the construction where major events occurred. Some of
calendar days, represents the number of days of delay that the con- the possible considerations in identifying these breaks should be:
tractor's acceleration efforts were unable to overcome.
• Near to a data date of an update
• Development of a new or substantially revised baseline
METHODOLOGY schedule
• Issuance of an acceleration order (directed or constructive)
The analysis is performed by taking an original schedule • Major construction event
(often a baseline schedule), modified if needed, and impacting it • completion of a milestone
to reflect what would have happened "but for" the contractor's • start of a new phase
acceleration. Then, by comparing that modified schedule with • arrival of a major element of equipment
the actual events as reflected in the as-built schedule, a calcula- • an accident
tion can be made that identifies the acceleration (or delay)
achieved during the course of actual performance. Using too few time periods is often misleading and not help-
The "Time Impact Analysis" (TIA) methodology is used to ful to the contractor. In such cases, the measurement covers too
calculate the impact of the events occurring during each of three long a period and often includes non-acceleration periods as well
separate time periods [4]. The facts associated with each impact as acceleration. This results in weakening the "cause and effect"
event are then examined and a "fragnet," a portion of a Critical relationship between events and accelerations. Conversely, using
Path Method (CPM) schedule network, was developed for each too many time measurement periods unnecessarily complicates
event allowing its specific impact on the project to be integrated the analysis, increases consultant costs, and subdivides continuous
into the baseline schedule. The use of this methodology ensures acceleration efforts. In Figure 2, the authors have modeled an
that the individual impact of each change is properly considered acceleration analysis using three time periods.
with respect to its influence upon the schedule. When all of the Figure 2 depicts the three time periods used in performing
impacts for a particular time period have been developed and this example. The first period runs from start of the project
inserted into the schedule, the schedule is recalculated. through initial engineering and general site civil construction.
The second period runs from the start of steel construction
through a major change order. The third period runs to the start
Step One—Identifying Time Periods of the mechanical equipment installation through mechanical
The first step is to identify the major time periods associated equipment start-up and commissioning.
with the project. Generally, there are natural breaks in the
CDR.09.2
2004 AACE International Transactions
CDR.09.3
2004 AACE International Transactions
Table 1
to assess the influence of an event upon the schedule's activity Fragnet Example: Addition of Building Extension—This frag-
sequencing and overall duration. It is part of a method for analyz- net/change was the result of modifications to the buildings as
ing delays and impacts on a schedule. The following steps ordered by the owner. It required that the "low bays" be extended
describe the sequence of analysis generally followed in assessing a on the east and west sides of one building. The contractor's esti-
delay by use of fragnets: 1) Select the time period related to the mate for this work was 315 engineering workhours, most of which
date of the occurrence of the impact event; 2) Define the scope of dealt with foundation and steel design and 1,300 construction
the impact event; 3) Review the appropriate period baseline workhours, most of which is for steel erection. The impact fragnet,
schedule and determine which activities are associated with the that included eight different activities, was developed from the
impact and how they are impacted; 4) Prepare a fragnet illustrat- information contained in the contractor's files. See Table 1.
ing the sequence of the impact event and define its relationship to The fragnet in Figure 3 charts the added activities in a time-
the current schedule and/or existing activity durations for added based format. The fragnet starts on 10-May-99 when the contrac-
work; and, 5) Repeat Tasks 1 through 4 for each selected event or tor issued a change notice to advise that extra work was required
condition. to increase the size of the building. On 08-Jun-99, the owner
issued a Notice to Proceed with the change. The duration of the
Special Issues Regarding Activities within the Fragnet—Two activities was determined based on the engineering and construc-
special issues are involved in the development of fragnets. The tion workhours estimated by the contractor. These activities were
first is how to determine durations for activities that did occur, but then linked to the appropriate schedule activity. Figure 3 illus-
occurred under circumstances very different than what would trates the time scaled fragnet.
have been planned. For example, if additional engineering is The fragnet was inserted into the impact duration schedule.
involved, how is that duration calculated. Two obvious methods The schedule was then calculated to determine if this change had
present themselves: First, the contractor's original planned pro- any critical impact on the overall project completion. The result
ductivity for engineering could be utilized. If the contractor indicated that this fragnet would, in fact, have extended the antic-
planned to produce one engineering drawing for every three work- ipated completion date of the Project. The bar chart depicts the
days, then a change that required five drawings would be fifteen additional activities associated with this impact fragnet and their
workdays. But what if the contractor had doubled her engineering relationship to some of their predecessor and successor schedule
workforce (or increased the hours worked per week)? activities.
Alternatively, the actual time spent producing the additional draw-
ings must be considered. This assumes the contractor's records
support such detail. But it is likely that the actual drawing pro- Step Four—Recalculate The Impact Schedule
duction did not occur smoothly. The authors have concluded that The impact duration schedule is recalculated, and the new
using the original planned production rate for the engineering projected completion date is identified. Not all fragnets result in
reflects the unaccelerated duration and is therefore appropriate. an increase to the overall projected performance period since only
The second special issue is how to treat construction dura- impact fragnets falling on the critical path of the new schedule
tions. Even more so than the engineering activities, there is no result in a change to the projected completion date. However, the
clear way to estimate the duration of a construction activity in an authors believe that all reasonable possible impacts should be
unimpacted, unaccelerated environment. For this reason, con- considered and inserted, even though many will have no impact
temporaneous change order estimates are sometimes suspect as on the overall delay. This is for two reason: First, complete inclu-
they usually incorporate some impact factor. Another alternative sion ensures that no impact or possible delay is inadvertently over-
is to use actual durations for these added activities. Since this work looked. Second, if needed, certain impacts could be deleted from
is performed under impacted conditions, the fragnet would con- the analysis to ascertain near critical paths—an important feature
tain a potentially major activity that reflects the delay and accel- if the owner asserts concurrency.
eration efforts. This clearly does not reflect unimpacted durations,
but is the most "conservative" estimate available. The authors
believe that the best method, like that for engineering, is to use Step Five—Insert Actual Progress
originally planned productivities in estimating the duration of the The actual schedule update at the end of the period is used
impact work. with progress based upon contemporaneous records of actual
CDR.09.4
2004 AACE International Transactions
progress reported on individual activities. Added to this schedule Oct-00. This represents an acceleration benefit of 69 calendar
are the fragnets that were not completed during the period. This days, 13-Dec-00 vs. 05-Oct-00. Through schedule re-sequencing,
impact schedule, with actual status, is given a new name. additional engineering workhours and field acceleration, the con-
tractor accelerated the progress of its performance and recovered
69 calendar days of the projected 72 calendar day delay. This
Step Six—Compare to Contemporaneous Update acceleration was not, however, wholly sufficient to overcome all of
The final step is to compare the projected completion date the delays that occurred in Period One. The remaining three cal-
calculated in Step 4 with the projected completion date calculat- endar days would have to be recovered, if possible, in subsequent
ed in Step 5. Step 4 is comprised of the baseline activities and work efforts.
impacts, while Step 5 is comprised of the baseline activities, Figure 5 shows the impact critical path for the first period
impacts, and progress. This comparison shows what the impacted along with the accelerated path showing a recovery of 69 calendar
projected completion date would have been if there had been no days. As shown, this recovery was accomplished by performing out
acceleration and what it should have been with actual progress of sequence work along with reducing durations of follow-on
incorporated. See Figure 4. activities.
In this example, the contractor accelerated its work during The authors have also encountered situations where the con-
2000 in an attempt to maintain the contract completion dates. As tractor's contemporaneous updates are not appropriate for com-
a result, Period One, adjusted for delay impacts, shows a project- parison. This may be because of incorrect monthly statusing, or
ed completion date of 13-Dec-00. The current update at the end the failure to status at all. In these situations, the authors have
of Period One with the addition of the lingering effects of the used a less desirable comparison, comparing the adjusted impact-
uncompleted Period One impacts shows a completion date of 05-
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2004 AACE International Transactions
ed schedule with progress against the original adjusted baseline ACCELERATION ANALYSIS SUMMARY
schedule with progress through the same date.
Based upon the example, it can be concluded that, while
overall delivery of this example project was delayed to 24-Apr-01,
SUMMARY OF THE STEPS TO PERFORM ANALYSIS the contractor accelerated its performance so as to mitigate a total
of 318 calendar days of that delay (71 + 115 + 132). But for the
Because each of the three time periods involves a separate additional efforts by the contractor, including engineering, pro-
calculation, the agreed baseline schedule was updated before the curement and administration services and the extra efforts of the
new impacts were entered and the delays and accelerations cal- subcontractors including additional craft labor and construction
culated. Figure 6 illustrates this iterative analysis sequence, begin- equipment, additional shifts and overtime, completion would not
ning with Impact Schedule IZ01 for Period #1, IZ06 for Period #2 have been achieved until 08-Mar-02.
and IZ15 for Period #3. In Figure 7, the calculated delays (91+167+248 = 506) and
The steps described above are then repeated for each separate accelerations (71 + 115 + 132 = 318) are shown. The delays
time period. It is expected that each time period is different—the incurred in a period do not match the accelerations for the same
delays identified and the resultant acceleration are different for period, and the overall delay incurred does not match the accel-
each. eration recovery of contractor. The unrecovered delay of 188 cal-
In Figure 6, the TIA acceleration process is summarized. For endar days (506-318) between 18-Oct-00 and 24-Apr-01 is the
example, baseline schedule IP01, which predicted delivery on 18- number of days of delay that the contractors' acceleration efforts
Oct-99, the bottom left-most box, is modified to better permit sta- were unable to overcome.
tusing. The modifications did not alter the intended logic: rather, The contractor and subcontractors' efforts to accelerate their
they permitted the schedule to better reflect ongoing progress. performance to deliver the project as timely as possible resulted in
These logic corrections create schedule AP01, which has the the completion on 24-Apr-01. This effort represents a net acceler-
same dates as IP01. Then AP01 was impacted with 18 events to ation of 318 calendar days, approximately one year, over and
create IZ01, showing completion 17-Jan-01. Reported progress above the time impacts caused by factors not attributable to the
reduced this to 31-Oct-00. This process was repeated for the sec- contractor. See Table 2.
ond and third periods.
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Table 2
John C. Livengood
Vice President
Warner Consultants
2275 Research Boulevard, Suite 100
Rockville, MD 20850-3268
E-mail: jlivengood@warnercon.com
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2004 AACE International Transactions
CDR.09.8