The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management...
Transcript of The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management...
![Page 1: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/1.jpg)
The Ten Best Project Management Approaches To Avoid Claims On Your
ProjectGlen R. Palmer, PSP,
CFCCOwner
GR Palmer Consulting Services, LLC
Chris Carson, FAACE, PSP, DRMP, CEP, CCM, PMPDirector of Program Controls
ARCADIS U.S., Inc.
![Page 2: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/2.jpg)
2
Glen Palmer, PSP, CFCC
• Owner, GR Palmer Consulting Services, LLC• Certifications:
– PSP (Planning & Scheduling Professional ) – AACE International– CFCC (Certified Forensic Claims Consultant) – AACE International
• University of Maine, BS, 1976• Professional Field: Glen Palmer has over 35 years of experience working on engineering and
construction projects. He spent more than 20 years working for two major engineering and construction companies where he held positions as Project Controls Manager and Corporate Head of Planning and Scheduling. More recently, he spent five years with a major risk management and dispute resolution firm in the role of Vice President of Power. He has experience in power, commercial, infrastructure, and process projects throughout the United States and internationally. He has extensive experience in estimating, cost control, planning & scheduling, and project management covering all project phases. He has been an expert witness on disputes
• Association Involvement– Active in PMI and the PMI College of Scheduling/ Scheduling Community of Practice– Active in AACE (Association for the Advancement of Cost Engineering)
![Page 3: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/3.jpg)
3
Chris Carson, FAACE, CCM, PMP, PSP, DRMP, CEP
• Director of Program Controls, ARCADIS U.S., Inc. • Certifications:
– Fellow AACE International, 2013– DRMP (Decision & Risk Management Professional ) – AACE International– PSP (Planning & Scheduling Professional ) – AACE International– CEP (Cost Estimating Professional) – AACE International– CCM (Certified Construction Manager) ‐ CMAA– PMP (Project Management Professional) – PMI
• University of Virginia, Mechanical Engineering, 1972• Professional Field: 41 years of experience in CM and CM Services specializing in Planning and
Scheduling, Cost Management, Risk Management , Forensic Analysis, Dispute Resolution• Awards
– Selected as a 2014 Fellow of Project Controls by the Guild of Project Controls (at Planning Planet)– Selected as a 2013 AACE Fellow by AACE International, in “recognition of professional attainment and
significant accomplishment in cost management or cost engineering”– Recipient of the 2011 AACE International “Technical Excellence Award”– Received the award for “Significant Contributions to The Scheduling Industry” from PMI (Project
Management Association of America) College of Scheduling, 2009– Awarded first CMAA “Chairman’s Award” for contributions to CMAA and the Construction Management
profession, 2006• Other Associations
– Active in PMI and the PMI College of Scheduling/ Scheduling Community of Practice– Active in CMAA (Construction Management Association of America)– Active in AACE (Association for the Advancement of Cost Engineering)– Active in Planning Planet & International Guild of Project Controls– Member of College of Performance Management– Qualified as a Senior Professional to pursue MRICS QS status by RICS
![Page 4: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/4.jpg)
Background
• The authors, with experience of over 75 years, have been involved with lots of claims.
• The term “Claims Avoidance” is an often used phrase that is almost impossible to achieve unless all of your contracts / subcontracts are “time and material.”
• We have seen contractors file claims with little or no basis (entitlement) or submit faulty analyses for claims.
• What we are really trying to achieve is to avoid claims or at least put ourselves in the “best position” for when the claims arise.
![Page 5: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/5.jpg)
Claim Avoidance Approach #10
• Prepare And Use A Schedule Specification
![Page 6: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/6.jpg)
Claim Avoidance Approach #10
• Prepare And Use A Schedule Specification
Issues
All Project Team members (Client, GC, Subcontractors & Vendors) need to provide adequate scheduling detail (including resources) timely
The use of Constraints needs to be controlled
A Critical Path needs to be generated and analyzed
Schedules need to be monitored against an approved baseline
![Page 7: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/7.jpg)
Claim Avoidance Approach #10
• Prepare And Use A Schedule Specification
Important Specification Points:
Level of Detail (maximum activity durations)
Use of Constraints
Open Ends (high float)
Critical Path Determination (let the network determine CP)
Resources (PC, engineering & construction)
![Page 8: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/8.jpg)
Claim Avoidance Approach #10
• Prepare And Use A Schedule Specification
Important Specification Points:
Monitoring Baseline
Use of LOE Activities
Archiving Schedules
Update Frequency
Content ‐ Engineering, Procurement , & Construction
![Page 9: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/9.jpg)
Claim Avoidance Approach #10
• Prepare And Use A Schedule Specification
Advice
Be Specific! If you don’t tell the Contractors / Subcontractors on your project how you want the scheduling process to work, they will tell you how much extra it will cost you to make it work correctly!!
![Page 10: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/10.jpg)
Claim Avoidance Approach #10
![Page 11: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/11.jpg)
Claim Avoidance Approach #9
• Monitor Procurement
![Page 12: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/12.jpg)
Claim Avoidance Approach #9
• Monitor Procurement
Issues
Schedule networks without procurement calculate improperly
Failure to identify procurement or lead time problems early
Procurement problems show up in delay claims
Procurement issues falsely blamed on the Owner
Approved as Noted may include scope changes
Suppliers/fabricators & “squeaky‐wheel” concept; fabrication schedules get bumped by more persistent contractors
![Page 13: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/13.jpg)
Claim Avoidance Approach #9
• Monitor Procurement
Important Points
Submittal and approval activities are often the source of delay
Early delays are often due to incomplete or inaccurate plans concurrent with failure to award subcontracts
Procurement activity path has multiple delay risks: Failure to submit or incomplete submittal Review and approval Approved as Noted requiring changed conditions work Fabrication or lead time slippage
![Page 14: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/14.jpg)
Claim Avoidance Approach #9
• Monitor Procurement
Advice
Include complete path of procurement activities in network
Perform constructability reviews – reduce bad plans
Quickly reject incomplete submittal – document rejection
Monitor Remaining Duration on Lead or Fabrication Time activities – do not rely on RD calculated by OD minus AD
![Page 15: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/15.jpg)
Claim Avoidance Approach #9
Delbert Bearden has an RP out for “Tracking the Procurement Process”
![Page 16: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/16.jpg)
Claim Avoidance Approach #8
• Perform A Technical Review of All Contractor / Subcontractor Schedules
![Page 17: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/17.jpg)
Claim Avoidance Approach #8
• Perform A Technical Review of All Contractor / Subcontractor Schedules
• Issues
– Ensure that the schedules submitted conform to the scheduling specification
– Ensure that all schedule input is based on adequate planning
– Ensure that the Contractor / Subcontractor has dedicated scheduling personnel of adequate experience
![Page 18: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/18.jpg)
Claim Avoidance Approach #8
• Perform A Technical Review of All Contractor / Subcontractor Schedules
• Your team needs to review each contractor / subcontractor schedule:
– Have an in‐house review session and evaluate the electronic version of each schedule with respect to the schedule specification
– Meet with each contractor / subcontractor and discuss their plan in detail and discuss all comments with action items
– Get a commitment from the Contractor/Subcontractor on dedicated scheduling personnel of adequate experience
![Page 19: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/19.jpg)
Claim Avoidance Approach #8
• Perform A Technical Review of All Contractor / Subcontractor Schedules
• Advice
– You need to make the Contractor / Subcontractor prepare a well thought out (reliable) schedule or the project will quickly become “out of control”
![Page 20: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/20.jpg)
Claim Avoidance Approach #8
![Page 21: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/21.jpg)
Claim Avoidance Approach #7
• Resource Plan
![Page 22: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/22.jpg)
Claim Avoidance Approach #7
• Resource Plan
Issues
Inefficiency shows up first in job costs
Insufficient resources cause delay
Inefficient resources cause disruption
Poor early resource planning can cause late resource stacking
![Page 23: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/23.jpg)
Claim Avoidance Approach #7
• Resource Plan
Important Points
Durations are product of quantity and productivity
Productivity is a function of resource efficiency
Insufficient resources cause delay
Inefficient resources cause disruption
Poor early resource planning can cause late resource stacking
![Page 24: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/24.jpg)
Claim Avoidance Approach #7
• Resources are factor in claims, inefficient near end when stacked
Manpower
![Page 25: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/25.jpg)
Claim Avoidance Approach #7
![Page 26: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/26.jpg)
Claim Avoidance Approach #7
• Resource Plan
Advice
Insufficient resources problem
Require resource plan from contractor
Track actual resources & compare to plan
Monitor re‐planning efforts – resources needed increase
![Page 27: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/27.jpg)
Claim Avoidance Approach #7
• Resource Plan
Advice
Concurrent resource under‐allocation
Crew load schedule; run early and late date resource tables
Discuss crew loading with contractor to ensure a reasonable flow of resources through the project
![Page 28: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/28.jpg)
Claim Avoidance Approach #7
• Resource Plan
![Page 29: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/29.jpg)
Claim Avoidance Approach #6
• Perform Comprehensive Bid Evaluations
![Page 30: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/30.jpg)
Claim Avoidance Approach #6
• Perform Comprehensive Bid Evaluations
Issues
Determine that the Schedule dates are achievable with adequate float prior to bidding
Evaluate Risks prior to bidding
Perform a evaluation on customs issues for international projects
Evaluate area craft availability
![Page 31: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/31.jpg)
Claim Avoidance Approach #6
• Perform Comprehensive Bid Evaluations
Important Evaluations:
Schedule Completion Achievability (End date ‐ Owner’s business model)
Liquidated Damages (Schedule)
Liquidated Damages (Performance)
Craft Availability
In‐house Resource Availability (PC, engineering & construction staffing)
![Page 32: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/32.jpg)
Claim Avoidance Approach #6
• Perform Comprehensive Bid Evaluations
Important Evaluations:
Risks
Weather
Customs
Long Lead Equipment Availability
Cash Flow
![Page 33: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/33.jpg)
Claim Avoidance Approach #6
• Perform Comprehensive Bid Evaluations
Advice
Do not minimize the effort required to take on a lump sum project and do so without losing your shirt!
There are jobs that you do not want to win!!
![Page 34: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/34.jpg)
Claim Avoidance Approach #6
• Perform Comprehensive Bid Evaluations
![Page 35: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/35.jpg)
Claim Avoidance Approach #5
• Generate Timely Responses to TIAs (Time Impact Analyses)
![Page 36: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/36.jpg)
Claim Avoidance Approach #5
• Generate Timely Responses to TIAs (Time Impact Analyses)
Issues
Too many TIAs are done improperly, creating false sense of entitlement
Poor TIAs make it harder to resolve timely
Lingering TIA requests ruin relationships & turn into claims
The longer a TIA stands unchallenged, the higher up it goes in the GC management, and builds credibility inside GC office. When it hits the bookkeeping system (bank/bonding co.), it won’t be resolved easily
![Page 37: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/37.jpg)
Claim Avoidance Approach #5
• Generate Timely Responses to TIAs (Time Impact Analyses)
Important Points
Unabsorbed delays require prospective TIAs, absorbed delays require a forensic technique
TIAs require schedule that provides a good contemporaneous model of the field plan
TIAs require a recent schedule update, should not use an older schedule or the baseline (unless CP is unchanged)
![Page 38: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/38.jpg)
Most Common Causes for Disputes
(“Global Construction Disputes 2014 – Getting the Basics Right”, ARCADIS)
![Page 39: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/39.jpg)
Claim Avoidance Approach #5
• Generate Timely Responses to TIAs (Time Impact Analyses)
Advice
Use a clear scheduling specification for TIAs
Require distinction between absorbed and unabsorbed delays
Require adherence to AACE documents: RP No. 29R‐03, “Forensic Schedule Analysis” for absorbed delays RP No. 52R‐06, “Time Impact Analysis” for unabsorbed delays
Perform independent Engineer’s TIA & award unilateral time
![Page 40: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/40.jpg)
Claim Avoidance Approach #5
• Generate Timely Responses to TIAs (Time Impact Analyses)
![Page 41: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/41.jpg)
Claim Avoidance Approach #4
• Perform A Monthly Delay Analysis
![Page 42: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/42.jpg)
Claim Avoidance Approach #4
• Perform A Monthly Delay Analysis
Issues
Determine delays and delay responsibility during the project execution
P6 makes this very expensive to perform after the fact
Project team turnover can be detrimental to this effort
![Page 43: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/43.jpg)
Claim Avoidance Approach #4
• Perform A Monthly Delay Analysis
Best reasons to do this:
Determine delays and reasons for delay while the facts are fresh in everyone’s mind
This approach gets the analysis results into the Project records
If you wait and do this at the end of the project (like everyone else does) when the project team has moved on to different projects, it is very difficult to get all of the important facts for causation
![Page 44: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/44.jpg)
Claim Avoidance Approach #4
• Perform A Monthly Delay Analysis
Best reasons to do this:
P6 used in the Enterprise approach makes it very difficult to get the same activity “start dates” and “completion dates” when Project files are restored to a Claims expert’s stand alone computer – causing a substantial validation effort
Waiting until the project is over to determine delays and causation can cost several hundred thousand dollars
![Page 45: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/45.jpg)
Claim Avoidance Approach #4
• Perform A Monthly Delay Analysis
Advice
Perform this analysis monthly even if you need to get outside expertise to do so
![Page 46: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/46.jpg)
Claim Avoidance Approach #4
• Perform A Monthly Delay Analysis
![Page 47: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/47.jpg)
Claim Avoidance Approach #3
• Perform A Constructability Review
![Page 48: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/48.jpg)
Claim Avoidance Approach #3
• Perform A Constructability Review
Issues
Incomplete or inaccurate drawings common problem
Some A/Es do not have construction experience
Mistakes on drawings create concurrent delay with early contractor problems
Just choice of non‐local techniques can be a problem
![Page 49: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/49.jpg)
Claim Avoidance Approach #3
• Perform A Constructability Review
Studies
Risk Assessment and Best Practices, Pinnell‐Busch, Inc. 2005
![Page 50: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/50.jpg)
“Managing Uncertainty & Expectations in Building Design & Construction”, Smart Market Report ‐McGraw Hill Construction, 2014
• Uncertainty
Causes of Uncertainty
![Page 51: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/51.jpg)
Claim Avoidance Approach #3
• Perform A Constructability Review
Important Points
Sometimes design is completed in the shop drawing phase
Not all A/Es have construction experience
Design is very different from construction – need construction experience for great drawings
Biddability can be as important as constructability
![Page 52: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/52.jpg)
Claim Avoidance Approach #3
• Perform A Constructability Review
Advice
Constructability review evolve from Value Engineering Schematic and conceptual design
Constructability reviews at appropriate stages Aligned with design phases35% drawings75% drawings90% drawings (most recommendations cannot be taken)
![Page 53: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/53.jpg)
Relationship of Time and Change
From CMAA Standards of Practice
![Page 54: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/54.jpg)
Project Example
• Route 17, Dominion Boulevard, Chesapeake, VA
CM Design Phase Services: Modified Phasing Reduced Earthwork Resolved Utility Conflicts Improved sequencing/MOT Saved Time & Cost
Return on Investment of 25:1
![Page 55: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/55.jpg)
Claim Avoidance Approach #3
• Perform A Constructability Review
![Page 56: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/56.jpg)
Claim Avoidance Approach #2
• Develop A Real Risk Management Program
![Page 57: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/57.jpg)
Claim Avoidance Approach #2
• Develop A Real Risk Management Program
Issues
Complex projects need this expertise involved in the bid process / contracting process
A real risk management program is not a risk register or a risk checklist
A complex lump sum project needs a full time risk manager
![Page 58: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/58.jpg)
Claim Avoidance Approach #2
• Develop A Real Risk Management Program
Important considerations
Every contract has to be set up to work for you and requires a risk expert during those contracting processes
Risk Management is not a process that can take place once a month, it has to occur every day on a complex project and requires an expert to manage the risks
Risk Management is not just a computer program applied to a project’s cost or schedule
![Page 59: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/59.jpg)
Claim Avoidance Approach #2
• Develop A Real Risk Management Program
Important considerations
A risk management program is not just a check list or a risk register, it is a process of “brainstorming” to identify risks and determining the correct areas where money and resources have to be expended to manage those risks (Risk Mitigation Actions)
These actions should be identified in the project documents (monthly reports, schedule, etc.)
![Page 60: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/60.jpg)
Claim Avoidance Approach #2
• Develop A Real Risk Management Program
Advice
Spend the money to manage risk!
![Page 61: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/61.jpg)
Claim Avoidance Approach #2
• Develop A Real Risk Management Program
![Page 62: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/62.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
![Page 63: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/63.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
Issues
Contemporaneous records are the strongest support for a position
Research later into project records is never great
A big problem with delay and disruption claims is lack of documentation support
![Page 64: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/64.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
Important Points
Causation, not correlation, wins the argument
Learn to identify symptoms of delay/disruption
Use lessons learned from dispute and claims resolution
![Page 65: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/65.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
Advice for delay
Critical Path analysis
Remember that causal activities in schedule don’t tell the whole story
In claims, research is the larger task – issues drive causal activities
Research is only as good as the documents – contemporaneous exploration is better than research
![Page 66: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/66.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
Advice for disruption (inefficiency, acceleration)
Baseline productivity information Measured Mile information Daily resource confirmation Performance tracking Daily coordination Photographs, videos of daily conditions
![Page 67: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/67.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
Advice for disruption ‐ Performance tracking
Daily production reports Specific activities, associated labor force and hours, installation quantities,
Assignment, re‐assignment, idle time observations Daily task assignments: when, where, why and how long? Daily re‐sequencing efforts Separate productive from non‐productive time
![Page 68: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/68.jpg)
Claim Avoidance Approach #1
• Documentation, Documentation, Documentation (Pictures)
Advice for disruption ‐ Performance tracking
Daily production reports Specific activities, associated labor force and hours, installation quantities,
Assignment, re‐assignment, idle time observations Daily task assignments: when, where, why and how long? Daily re‐sequencing efforts Separate productive from non‐productive time
![Page 69: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/69.jpg)
Summary
10. Prepare and Use a Scheduling Specification9. Monitor Procurement8. Perform a Technical Review of All
Contractor/Subcontractor Schedules7. Resource Plan6. Perform A Monthly Delay Analysis5. Generate Timely Responses to TIAs4. Perform Comprehensive Bid Evaluations3. Perform a Constructability Review2. Develop a Real Risk Management Program1. Documentation, Documentation, Documentation
![Page 70: The Ten Best Project Management Approaches To Avoid · PDF fileThe Ten Best Project Management Approaches To Avoid Claims On Your Project Glen R. Palmer, PSP, CFCC Owner GR Palmer](https://reader033.fdocuments.net/reader033/viewer/2022052916/5a7840147f8b9a63638e93e0/html5/thumbnails/70.jpg)
The Ten Best Project Management Approaches To Avoid Claims On Your Project
Glen R. Palmer, PSP, CFCCGR Palmer Consulting Services, LLC
Mobile Ph.: 603‐591‐6754 E‐mail: [email protected]
www.gpalmer.com
Chris Carson, FAACE, PSP, DRMP, CEP ARCADIS U.S., Inc.
Mobile Ph.: 757‐342‐5524E‐mail: chris.carson@arcadis‐us.com
www.arcadis‐us.com