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Topics: Construction, Schedule Management, Scheduling
Concurrent Delay in schedule
Network:25



Hi Everyone,

I need to understand about calculation of concurrent delay in schedule. There are activities delayed by the client which are on critical path. But however there are other activities which are delayed by contractor but they have higher float than Client delayed activities.
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Network:1714



While all activities are important your focus has to be the critical path.
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1 reply by Vineet Singh
Dec 16, 2018 8:56 AM
Vineet Singh
...
Thanks Mr. Sergio for your reply. I have multiple section in which works are going SS relationship.
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)

Thanks.
Network:415



Vineet,
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
...
1 reply by Vineet Singh
Dec 16, 2018 8:58 AM
Vineet Singh
...
Thanks Mr. Ansari,

It will be grateful if you can share any case study for Delay calculation using window analysis.

Thanks.
Network:25



Dec 16, 2018 6:07 AM
Replying to Sergio Luis Conte
...
While all activities are important your focus has to be the critical path.
Thanks Mr. Sergio for your reply. I have multiple section in which works are going SS relationship.
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)

Thanks.
...
1 reply by Sergio Luis Conte
Dec 16, 2018 10:21 AM
Sergio Luis Conte
...
Now I understand (or I think so). First of all, if you are the project manager, any delay is attributive to you. Second, the only way that delays into a group of activities create an impact on other activities if and only if there is a relation between both groups (something obvious indeed). Just in case both are parallel lines then there is no possibility that one impacts on the other. I do not know in which side are you. But my recommendation after years to work on this type of situations is: 1-first thing to do at the very beginning is to agree on the project change management process. 2-the only reason that people pay for a project manager is because she/he has the ability to prevent instead of to cure then PM must work on that. This will avoid this type of situations.
Network:25



Dec 16, 2018 8:45 AM
Replying to MOHAMED ANSARI M A
...
Vineet,
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
Thanks Mr. Ansari,

It will be grateful if you can share any case study for Delay calculation using window analysis.

Thanks.
Network:415



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
https://www.google.com/url?sa=t&source=web...p5qqbK2u_n_pfr12u_n_pfr1' target='_blank'>http://www.long-intl.com/articles/Long_Int...p5qqbK2u_n_pfr1
Network:3

To overcome the delays, one can use Crashing or Fast Tracking techniques. This is to overcome delays.

Iam not sure of Window analysis.
Network:3

This Youtube video may be useful for you:

https://www.youtube.com/watch?v=6Kx9aYa7trs

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.

Thank you.
Network:1714



Dec 16, 2018 8:56 AM
Replying to Vineet Singh
...
Thanks Mr. Sergio for your reply. I have multiple section in which works are going SS relationship.
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)

Thanks.
Now I understand (or I think so). First of all, if you are the project manager, any delay is attributive to you. Second, the only way that delays into a group of activities create an impact on other activities if and only if there is a relation between both groups (something obvious indeed). Just in case both are parallel lines then there is no possibility that one impacts on the other. I do not know in which side are you. But my recommendation after years to work on this type of situations is: 1-first thing to do at the very beginning is to agree on the project change management process. 2-the only reason that people pay for a project manager is because she/he has the ability to prevent instead of to cure then PM must work on that. This will avoid this type of situations.
...
1 reply by Kalyanum Karthik Kumar
Dec 16, 2018 12:03 PM
Kalyanum Karthik Kumar
...
Thanks Sergio for the good insight.

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.
Network:1225



Vineet -

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.

Kiron
Network:3

Dec 16, 2018 10:21 AM
Replying to Sergio Luis Conte
...
Now I understand (or I think so). First of all, if you are the project manager, any delay is attributive to you. Second, the only way that delays into a group of activities create an impact on other activities if and only if there is a relation between both groups (something obvious indeed). Just in case both are parallel lines then there is no possibility that one impacts on the other. I do not know in which side are you. But my recommendation after years to work on this type of situations is: 1-first thing to do at the very beginning is to agree on the project change management process. 2-the only reason that people pay for a project manager is because she/he has the ability to prevent instead of to cure then PM must work on that. This will avoid this type of situations.
Thanks Sergio for the good insight.

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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