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Forensic ScheduleAnalysis on Risk
Adjusted Schedules
John C. Livengood, Esq., AIA
Patrick M. Kelly, PE, PSP
Introductions John C. Livengood, Esq., AIA, CFCC, PSP
Associate Vice President
ARCADIS U.S., Inc.
Biography
Mr. Livengood is a registered architect with more
than 35 years of experience in architectural design,
project management, design analysis, and
document preparation. He is also an attorney
experienced in construction litigation, government
contracts, international contracts and arbitration, as
well as schedule delay and claims on a variety oflarge and small projects. He has served as an
expert witness and testified on scheduling,
damages, and causation issues numerous times.
Mr. Livengood has written numerous articles on
schedule delay and claims issues.
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Introductions Patrick M. Kelly, PE, PSPSenior Claims Analyst
ARCADIS U.S., Inc.
Biography
Mr. Kelly has m ore than 15 years of construction
management, government contracts and consulting
experience in the private and public sectors. He
has been engaged by both the owner and
contractor on Federal, State and Municipal levels
and specializes in transportation, government
facilities and critical structures assignments. He
has provided forensic schedule analysis and
litigation support on construction methodology, cost
analysis, and delay/disruption issues, and has
written several articles on scheduling and delay
analysis .
Introduction
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Variability of the Critical PathVariability of the Critical Path
The Critical Path, the longest continuous chain ofactivities which establishes the minimum overallproject duration for a project is identified through thedevelopment of a Critical Path Method schedule.
Schedule must have: Sufficient level of detail that includes full scope of work
Logic that accurately describes the planned order of thework
Durations that are calculated with respect to the plannedlevel of resources to be applied to that scope of work
This is the Critical Path, and a slippage or delay incompletion of any activity along that path will extendfinal completion correspondingly.
The Critical Path, the longest continuous chain ofactivities which establishes the minimum overallproject duration for a project is identified through thedevelopment of a Critical Path Method schedule.
Schedule must have: Sufficient level of detail that includes full scope of work
Logic that accurately describes the planned order of thework
Durations that are calculated with respect to the plannedlevel of resources to be applied to that scope of work
This is the Critical Path, and a slippage or delay incompletion of any activity along that path will extendfinal completion correspondingly.
6
Variability of the Critical PathVariability of the Critical Path
The Construction Industry knows that the
Critical Path of a project is not static, and
will likely not remain on the exact path or
give the same predicted completion date
determined by the initial CPM calculations.
Knowing this, many are turning to
Quantitative Risk Analysis (QRA) to try toidentify all the likely delays to project
completion, and all the likely Critical Paths.
The Construction Industry knows that the
Critical Path of a project is not static, and
will likely not remain on the exact path or
give the same predicted completion date
determined by the initial CPM calculations.
Knowing this, many are turning to
Quantitative Risk Analysis (QRA) to try toidentify all the likely delays to project
completion, and all the likely Critical Paths.
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Definition of QRADefinition of QRA
Quantitative Risk Analysis:
Risk analysis is used to estimate a numerical
value (usually probabilistic) on risk outcomes
wherein risk probabilities of occurrence and
impact values are used directly rather than
expressing the severity narratively or by
ranking as in qualitative methods.
Quantitative Risk Analysis:
Risk analysis is used to estimate a numerical
value (usually probabilistic) on risk outcomes
wherein risk probabilities of occurrence and
impact values are used directly rather than
expressing the severity narratively or by
ranking as in qualitative methods.
8
Purpose of QRAPurpose of QRA Assessing the potential
variability in projectduration (in individualactivities, various sub-networks, or the overallcompletion milestone)resulting from identifiedproject risks.
Assessing how risks,including threats andopportunities, in theproject schedule mayinfluence projecteconomics.
Assessing the potentialvariability in projectduration (in individualactivities, various sub-networks, or the overallcompletion milestone)resulting from identifiedproject risks.
Assessing how risks,including threats andopportunities, in theproject schedule mayinfluence projecteconomics.
Understanding whichpaths in the schedulehave the highestprobability ofinfluencing theschedule completion orkey milestones.
Understanding whichrisks have the mostinfluence on overallschedule variability.
Understanding whichpaths in the schedulehave the highestprobability ofinfluencing theschedule completion orkey milestones.
Understanding whichrisks have the mostinfluence on overallschedule variability.
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Definition of Monte Carlo
Analysis
Definition of Monte Carlo
Analysis
Monte Carlo Analysis:
Methods for finding solutions to mathematical and
statistical problems by simulation. Used when the
analytic solution of the problem is either
intractable or time consuming.
Relies on a well-developed CPM schedule and
probability distributions (often the triangular
distribution) for each activity duration, based on
normal duration estimating techniques andestimates of likelihood & effects of risks identified
by the project management team.
Monte Carlo Analysis:
Methods for finding solutions to mathematical and
statistical problems by simulation. Used when the
analytic solution of the problem is either
intractable or time consuming.
Relies on a well-developed CPM schedule and
probability distributions (often the triangular
distribution) for each activity duration, based on
normal duration estimating techniques andestimates of likelihood & effects of risks identified
by the project management team.
10
Definition of Monte Carlo
Analysis
Definition of Monte Carlo
Analysis
Risks are identified by the
project management team
and tracked in a Risk
Register.
Register shows risks, likely
impacts, responsible party
for the risk, and party
responsible for mitigating the
risk.
Risks listed in register are
then associated with specific
activities within the schedule,
and relate to duration
estimates.
Risk Register could be used
after the fact to determine
responsibility and efficacy of
actions taken to mitigate risk.
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Definition of Monte Carlo
Analysis
Definition of Monte Carlo
Analysis
The triangular
distribution establishes
the optimistic, most
likely and pessimistic
durations, for a specific
activity
Estimates are based on
the analysts
understanding of the
likelihood and severity
of the risks identified
for that activity withinthe risk register.
The triangular
distribution establishes
the optimistic, most
likely and pessimistic
durations, for a specific
activity
Estimates are based on
the analysts
understanding of the
likelihood and severity
of the risks identified
for that activity withinthe risk register.
T h e e s t ab l i s h m e n t o f t h e s e p o i n t s
o f t h e t r i a n g u l ar d i s t r i b u t i o n c u r v e
i s a m a t t er o f j u d g m e n t f o r t h e s c h e d u l e r a n d t h e r i s k a n al y s t , b u t
these points have a major effect on
the Monte Carlo simulation.
12
InterpretingInterpreting
ResultsResults
Considerations in QRA ProcessConsiderations in QRA ProcessCreation of an adequate CPM model for use in QRA
Good CPM Practices, including resource/cost loading
Meeting Source Validation Protocols in RP 29R-03 Forensic
Schedule Analysis
Summary vs. Detailed Model
Probabilistic and Conditional Branching
Establishing risk relationships to schedule
Good risk register, communally developed
Linking risks to specific activities
Combination of linked risks and duration
ranges
Establishing Correlations
ScheduleSchedule
ModelBuildingModelBuilding
AssociateAssociate
Risks toRisks to
ActivitiesActivities
Monte Carlo Analysis Specify simulation
results
Accounting for merge
bias
Duration cruciality vs.
schedule sensitivity
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Recommended Texts for QRARecommended Texts for QRA
David HulettDavid Hulett GAO Schedule GuideGAO Schedule Guide
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Recommended Texts for QRARecommended Texts for QRA
AACE RP 57R-09AACE RP 57R-09 AACE RP 64R-11AACE RP 64R-11
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QRA in Forensic Schedule Analysis:
Central Questions
QRA in Forensic Schedule Analysis:
Central Questions
If the project team was using a risk-adjustedschedule series, showing multiple likelycritical paths, then what did the project teamthink was critical at the time the schedule wascreated?
What implications does the QRA processhave for identification of delays andapportionment of responsibility?
How should analysts use the informationgenerated in the QRA, with regards tomethodology selection and execution?
If the project team was using a risk-adjustedschedule series, showing multiple likelycritical paths, then what did the project teamthink was critical at the time the schedule wascreated?
What implications does the QRA processhave for identification of delays andapportionment of responsibility?
How should analysts use the informationgenerated in the QRA, with regards tomethodology selection and execution?
Overview ofForensic Schedule
Analysis
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Forensic Schedule AnalysisForensic Schedule Analysis
Construction schedules (using Critical PathMethodology) are proj ec t management tool s that, in and of themselves, d o n o t d e m o n s t r a te root c aus at ion, res pons i b i l i ty for del ay s , or ent i t l ement.
Forensic Schedule Analysis: The study of how actual events interacted in the
context of a complex CPM model for the purpose ofunderstanding the significance of a specific deviationor series of deviations from some baseline model and
their role in determining the ultimate sequence oftasks within the complex network.
Construction schedules (using Critical PathMethodology) are proj ec t management tool s that, in and of themselves, d o n o t d e m o n s t r a te root c aus at ion, res pons i b i l i ty for del ay s , or ent i t l ement.
Forensic Schedule Analysis: The study of how actual events interacted in the
context of a complex CPM model for the purpose ofunderstanding the significance of a specific deviationor series of deviations from some baseline model and
their role in determining the ultimate sequence oftasks within the complex network.
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Two Major Phyla of
FSA Methodologies
Two Major Phyla of
FSA Methodologies
Observational MethodsObservational Methods
Examine existing
schedules; compare one
to another; make minimal
changes; perform
analysis of events using
existing schedules.
Examine existing
schedules; compare one
to another; make minimal
changes; perform
analysis of events using
existing schedules.
Modeled MethodsModeled Methods
Insert/extract activities
representing events
to/from network; compare
calculated results before
& after modeling;
determine delays &
impacts.
Insert/extract activities
representing events
to/from network; compare
calculated results before
& after modeling;
determine delays &
impacts.
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Forensic Schedule Analysis
Methodologies
Forensic Schedule Analysis
Methodologies
Gross
Periodic
Static
Logic
Contemporaneous
As-Is
Bifurcated
Contemporaneous
Recreated /
Modified
Dynamic
Logic
Single
Base
Multiple
Base
Additive
Model
SingleSimulation
Multiple
Simulation
Subtractive
Model
Modeled
Observational
As-Planned vs. As-Built
As-Planned vs. As-Built
Contemporaneous Period Analysis (W indows)
Bifurcated CPA
Recreated CPA
Impacted As-Planned
Retrospective TIA
Collapsed As-Built (Single)
Collapsed As-Built (Multiple)
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Methodology SelectionMethodology Selection
Choosing a
methodology is a
process that must
consider and balance
a variety of selection
factors, based on
these priorities.
Choosing a
methodology is a
process that must
consider and balance
a variety of selection
factors, based on
these priorities.
Facts of the Case
Contract documents
Issues to be claimed
Legal jurisdiction
Forum for resolution
1st
Technical Considerations
Quality of source data
Complexity of the dispute
Timing of analysis
Expertise of analyst
2nd
Commercial Considerations
Size of the dispute
Budget allowed
Time allowed
3rd
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Methodology SelectionMethodology Selection
An analysts selection of a methodology is
based (at least in part) on the quality of the
existing schedules, and how they were
used on the project.
If the project schedules were used to plan
and execute the project, it is advisable to
use those schedules in the analysis.
The schedules would have influenced thecontemporaneous understanding of criticality.
An analysts selection of a methodology is
based (at least in part) on the quality of the
existing schedules, and how they were
used on the project.
If the project schedules were used to plan
and execute the project, it is advisable to
use those schedules in the analysis.
The schedules would have influenced thecontemporaneous understanding of criticality.
ContemporaneousUnderstanding of
Criticalityand
Variability of theCritical Path in Risk
Adjusted Schedules
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Contemporaneous
Understanding of Criticality
Contemporaneous
Understanding of Criticality
It is generally accepted that the best
position for a forensic schedule analyst to
have is one which includes a detailed
understanding of what the people on the
project at the time it was being built
thought was critical.
It is generally accepted that the best
position for a forensic schedule analyst to
have is one which includes a detailed
understanding of what the people on the
project at the time it was being built
thought was critical.
Important Caveat: This assumes that the contemporaneous
understanding of criticality was established through legitimate project
scheduling practices. The situation is greatly complicated when thecontemporaneous schedule series contains software manipulations that
create critical paths to order. Such schedule series are of limited
usefulness in post-completion schedule analysis.
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Contemporaneous
Understanding of Criticality
Contemporaneous
Understanding of Criticality
Wickwire:Wickwire:
Delays are best evaluated on a
chronological and cumulative
basis, taking into account the
status (and critical path[s]) of
the project at the time of the
delay in question. With this
methodology and protocol, all
parties on the project live with the
events, actions, and sins of thepast.
Delays are best evaluated on a
chronological and cumulative
basis, taking into account the
status (and critical path[s]) of
the project at the time of the
delay in question. With this
methodology and protocol, all
parties on the project live with the
events, actions, and sins of thepast.
Bruner & OConnor:Bruner & OConnor:
There very well may be more
than one critical path on a project,
and the critical path may change
during the life of a project.
While every construction event
can eventually become
"critical by having its cushion
or float time used up, this is not
anticipated in the initialscheduling.
There very well may be more
than one critical path on a project,
and the critical path may change
during the life of a project.
While every construction event
can eventually become
"critical by having its cushion
or float time used up, this is not
anticipated in the initialscheduling.
Q RA is a process t hat at t empt s t o qu ant i f y, using t he ini t ial schedule (and
possib ly updat es), what event s are most l ikely t o have t heir cushion s of
f loat consumed. T he analyst must underst and how t his process inf luenced
t he cont emporaneous underst anding of cr i t ical i t y.
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Variability of the Critical PathVariability of the Critical Path
Example Network (fordemonstration): Duration estimates
based on riskassessment areapplied to eachactivity.
Monte Carlo analysisis performed (usingPalisades @Risksoftware).
5000 iterations ofdurations (within thedistribution curve)develop the riskoutputs.
Example Network (fordemonstration): Duration estimates
based on riskassessment areapplied to eachactivity.
Monte Carlo analysisis performed (usingPalisades @Risksoftware).
5000 iterations ofdurations (within thedistribution curve)develop the riskoutputs.
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CPM Network Calculation OnlyCPM Network Calculation Only
Path 1
Path 2
Non-Critical Activity
CriticalActivity
Float Bar
Pat h 1 dr ives t he Cr i t ical Path in t he ini t ial
schedu le, and Pat h 2 ( t hrough T ask Y)
show s 12 days of T ot al Float
( roughly 7% of project durat ion).
Task Y
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Calculations using
Monte Carlo Analysis
Calculations using
Monte Carlo Analysis
Non-Critical Activity
CriticalActivity
Float BarBased on durat ion est im at es, c lear ly t here is
som e l ikel ihood t hat Pat h 2 wi l l dr ive t he Cr i t ical
Pat h. Sof t ware helps qu ant i f y t hat l ikel ihood.
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Range of Likely Project
Durations
Range of Likely Project
Durations
Probability
distribution of project
duration:
50% probability that
the project will finish
on time (182 days) as
shown by CPM alone.
95% probability that
the project will finish in
195 days.
Probability
distribution of project
duration:
50% probability that
the project will finish
on time (182 days) as
shown by CPM alone.
95% probability that
the project will finish in
195 days.
Distribution
Probability
CumulativeFrequency
Projects duration is a range rather
than a defini te number.
H o w s h o u l d t h a t b e h a n d l ed i n t h e
Firm Fixed Price Contract?
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Potential Criticality of Path 2Potential Criticality of Path 2
Task Y Total Float:
10% probability that
Path 2 will drive the
Critical Path.
50% probability that
Path 2 will have float
of 15 days.
Task Y Total Float:
10% probability that
Path 2 will drive the
Critical Path.
50% probability that
Path 2 will have float
of 15 days.
Distribution
Probability
CumulativeFrequency
D i d t h i s i n f l u e n c e t h e
c o n t e m p o r a n e o u s u n d e r s t a n d i n g
of cr i t ical i ty?
Did the project management team
a c t o n t h i s i n f o r m a t i o n ?
30
Variability of the Critical PathVariability of the Critical Path
Non-Risk AdjustedNon-Risk Adjusted
A single, driving critical
path, usually with a
single causal activity.
Possible near-critical
paths that may become
the critical path in the
future.
A single, driving critical
path, usually with a
single causal activity.
Possible near-critical
paths that may become
the critical path in the
future.
Risk AdjustedRisk Adjusted
Multiple critical paths with
different likelihoods of
driving the predicted
completion date.
Quantitatively shows the
reality of construction
projects.
Multiple critical paths with
different likelihoods of
driving the predicted
completion date.
Quantitatively shows the
reality of construction
projects.
What di d the proj ec t m anagement team do
w i t h t h i s i n f o r m a ti o n ?
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What did the project management
team do with this information?
What did the project management
team do with this information?
Central Question:
If the project team was using a risk-adjusted scheduleseries, with its identification of the likelihood of variouslogic paths as possibly driving the longest path throughthe project rather than the simpler calculation of a singlezero-float path through the static network, then what didthe project team think was critical at the time?
Whether or not the QRA process was relevant tothe project management teams actions is likely tobe revealed during document research.
If it did (as it should have why else do a QRA?)then the analyst must account for this fact in thedelay analysis.
Central Question:
If the project team was using a risk-adjusted scheduleseries, with its identification of the likelihood of variouslogic paths as possibly driving the longest path throughthe project rather than the simpler calculation of a singlezero-float path through the static network, then what didthe project team think was critical at the time?
Whether or not the QRA process was relevant tothe project management teams actions is likely tobe revealed during document research.
If it did (as it should have why else do a QRA?)then the analyst must account for this fact in thedelay analysis.
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Risk-Adjusted Schedules:
Questions for the Forensic Analyst
Risk-Adjusted Schedules:
Questions for the Forensic Analyst
How was the schedule risk-adjusted?
What was the Quality of the Risk
Adjustment?
Did the Risk Adjusted Schedule Influence
the Contemporaneous Understanding of
Criticality?
How was the schedule risk-adjusted?
What was the Quality of the Risk
Adjustment?
Did the Risk Adjusted Schedule Influence
the Contemporaneous Understanding of
Criticality?
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First QuestionFirst Question
How was the schedule risk adjusted? Summary Schedule QRA
More common.
Often performed by the owner during planning, and notused by contractor.
Summary schedule doesnt rise to the level of detailnecessary to show means and methods.
Some argue more useful overall, but likely to result in atime (or cost) contingency rather than influencingthoughts on criticality.
Summary Schedule QRA may still provide insightinto the project; however, it is not particularlyrelevant to FSA methodology selection.
How was the schedule risk adjusted? Summary Schedule QRA
More common.
Often performed by the owner during planning, and notused by contractor.
Summary schedule doesnt rise to the level of detailnecessary to show means and methods.
Some argue more useful overall, but likely to result in atime (or cost) contingency rather than influencingthoughts on criticality.
Summary Schedule QRA may still provide insightinto the project; however, it is not particularlyrelevant to FSA methodology selection.
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First QuestionFirst Question
How was the schedule risk adjusted?
Detailed Schedule QRA
Often criticized as overly difficult or infeasible.
Means and methods are represented by the level
of detail.
More likely to influence thoughts on criticality.
Assuming Detail Schedule, adjusted through
QRA, was then used to plan and implementthe project, how well was the QRA
performed?
How was the schedule risk adjusted?
Detailed Schedule QRA
Often criticized as overly difficult or infeasible.
Means and methods are represented by the level
of detail.
More likely to influence thoughts on criticality.
Assuming Detail Schedule, adjusted through
QRA, was then used to plan and implementthe project, how well was the QRA
performed?
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Second QuestionSecond Question
What was the Quality of the Risk
Adjustment?
Quality of QRA is its own Source Validation
Protocol.
RP 64R-11s Minimum Conditions of
Satisfaction are relevant.
What was the Quality of the Risk
Adjustment?
Quality of QRA is its own Source Validation
Protocol.
RP 64R-11s Minimum Conditions of
Satisfaction are relevant.
36
Minimum Conditions of
Satisfaction
Minimum Conditions of
Satisfaction A development of scope of work, execution plan,
cost estimate, and schedule that are consistentwith each other;
A quality schedule: good activities, appropriatelevel of detail, logic, cost loaded, resource loaded;
Agreement on the schedule and/or approval of theschedule;
A comprehensive risk register, communallydeveloped, that shows impacts of risks and has a
mitigation plan; and An understanding of the systemic risks, if not
captured in the risk register, which may impact theprojects performance, including schedulecompletion.
A development of scope of work, execution plan,cost estimate, and schedule that are consistentwith each other;
A quality schedule: good activities, appropriatelevel of detail, logic, cost loaded, resource loaded;
Agreement on the schedule and/or approval of theschedule;
A comprehensive risk register, communallydeveloped, that shows impacts of risks and has a
mitigation plan; and An understanding of the systemic risks, if not
captured in the risk register, which may impact theprojects performance, including schedulecompletion.
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Second QuestionSecond Question
What was the Quality of the Risk
Adjustment?
Potential questions to ask:
What was the basis of estimation for the three-point
estimates? Did they come from some identifiable
source or quantifiable means? Were the line-by-line
estimates performed in light of accurate estimates of
quantity/resource levels/production rates?
What was the basis of choice of a distribution curve, if
not a triangular distribution?
Were issues related to merge bias taken into account?
Were risks properly correlated?
What was the Quality of the Risk
Adjustment?
Potential questions to ask:
What was the basis of estimation for the three-point
estimates? Did they come from some identifiable
source or quantifiable means? Were the line-by-line
estimates performed in light of accurate estimates of
quantity/resource levels/production rates?
What was the basis of choice of a distribution curve, if
not a triangular distribution?
Were issues related to merge bias taken into account?
Were risks properly correlated?
38
Third QuestionThird Question
Did the Risk Adjusted Schedule Influence
the Contemporaneous Understanding of
Criticality?
Again, the answer to this question is in the
project documents.
If the QRA was performed and ignored, its
value to the analyst is diminished. Was QRA used in update schedules?
Recovery schedules?
Did the Risk Adjusted Schedule Influence
the Contemporaneous Understanding of
Criticality?
Again, the answer to this question is in the
project documents.
If the QRA was performed and ignored, its
value to the analyst is diminished. Was QRA used in update schedules?
Recovery schedules?
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Additional Bases ofSelection of
Methodology
40
Methodology SelectionMethodology SelectionMethodology SelectionMethodology Selection
As a supplement to
the first and second
level factors for
consideration in
methodology
selection, the analyst
must also account for
the QRA and the risk-
adjusted schedules.
As a supplement to
the first and second
level factors for
consideration in
methodology
selection, the analyst
must also account for
the QRA and the risk-
adjusted schedules.
Facts of the Case
Contract documents
Issues to be claimed
Legal jurisdiction
Forum for resolution
1st
Technical Considerations
Quality of source data
Complexity of the dispute
Timing of analysis
Expertise of analyst
2nd
Commercial Considerations
Size of the dispute
Budget allowed
Time allowed
3rd
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Forensic Schedule Analysis
Methodologies
Forensic Schedule Analysis
Methodologies
Gross
Periodic
Static
Logic
Contemporaneous
As-Is
Bifurcated
Contemporaneous
Recreated /
Modified
Dynamic
Logic
Single
Base
Multiple
Base
Additive
Model
SingleSimulation
Multiple
Simulation
Subtractive
Model
Modeled
Observational
As-Planned vs. As-Built
As-Planned vs. As-Built
Contemporaneous Period Analysis (W indows)
Bifurcated CPA
Recreated CPA
Impacted As-Planned
Retrospective TIA
Collapsed As-Built (Single)
Collapsed As-Built (Multiple)
QRA performed but schedules
cant be used. QRA should be
used in identifying the as-built
critical path.
QRA is the most useful to
Windows. Use information to
track CPs and show how
means & methods were altered
to react to QRA.
Not useful in performance, but
could help justify use of IAP.
No effect on this method.
No effect on these methods,
because they do not rely on
contemporaneous
understanding of criticality.
42
ConclusionConclusion
Contemporaneous Period Analyses
(observational/ dynamic logic) uses the
existing schedule series which strongly
rely on contemporaneous understanding
of criticality.
Existence of a QRA should recommend a CPA
(or BCPA) analysis as a method, assumingother requirements are met.
Factoring in the QRA is essential.
Contemporaneous Period Analyses
(observational/ dynamic logic) uses the
existing schedule series which strongly
rely on contemporaneous understanding
of criticality.
Existence of a QRA should recommend a CPA
(or BCPA) analysis as a method, assumingother requirements are met.
Factoring in the QRA is essential.
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ConclusionConclusion
The As-Planned vs. As-Built family(observational/static logic) relies in part oncontemporaneous understanding ofcriticality for definition of the as-plannedcritical path.
Regardless of selected methodology, theperformance of the QRA will likely havegenerated important documentation
(intentions, means and methods, etc.) thatshould be nonetheless considered byanalysts.
The As-Planned vs. As-Built family(observational/static logic) relies in part oncontemporaneous understanding ofcriticality for definition of the as-plannedcritical path.
Regardless of selected methodology, theperformance of the QRA will likely havegenerated important documentation
(intentions, means and methods, etc.) thatshould be nonetheless considered byanalysts.
Forensic ScheduleForensic ScheduleAnalysis on RiskAnalysis on RiskAdjusted SchedulesAdjusted Schedules
Questions?
Patrick M. Kelly, PE, PSP
Construction Claims Services
ARCADIS U.S., [email protected]
(O) 410-381-1990 x12 (M) 757-217-6820
John C. Livengood Esq., AIA, CFCC, PSP
Construction Claims Services
ARCADIS U.S., [email protected]
(O) 410-381-1990 x31 (M) 202-669-1360
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