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While all activities are important your focus has to be the critical path.
As you may be knowing, a CPM schedule analysis has to be invarioubly carried out in all cases to find the revised finish date of the Project and also to determine any claim entitled to the contractor as per contract terms. Because there is implication in contract claims which comes under procurement management.
There are published materials available for the analysis of cocurrent delay in projects
Activities of Section-1 has delayed due to client.(This is on critical path)
Activities of Section-2 has delayed due to contractor.
Now the client says since this is concurrent delay. Delays in section-2 activities are attributable to me irrespective of critical path activity.
Request if you can explain calculation of concurrent delays. (I am using window analysis)
It will be grateful if you can share any case study for Delay calculation using window analysis.
The primary adopted principle is that, for the periods of concurrent delay, the contractor isn't entitled to recover it's delay cost and the owner also wouldn't have entitlement to recover it's liquidated damages, but all this is primarily dependent on the treatment of the same as per law of the land.
You can refer to this link for a fair idea about the topic
To overcome the delays, one can use Crashing or Fast Tracking techniques. This is to overcome delays.
Iam not sure of Window analysis.
This Youtube video may be useful for you:
I think concurrent delay is mostly a concept in construction industry, if Iam correct. I could not understand the concept. Please explain in simple terms in case anyone is able to understand.
Remember that CPM only looks at schedule impact and NOT at overall project impact. Yes, the client might be the cause of delays to the critical path, but other milestones (not on the critical path) or non-schedule related project objectives might be more important than overall project on-time completion.
Adding to that, I think Vineet is talking about SS activity which means that section 2 cannot start until section 1 can be started. Since, section 1 is not started yet, he cannot start section 2 as well. So, he needs to resolve delay in section 1 as soon as possible, which can be done by crashing/fast tracking. However, he is also asking how to calculate the concurrent delay, which I' am not sure of.
As well, as you said, project manager should have the ability to prevent instead of to cure. PM must work on that in the first place.
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