Scheduling Fundamentals

Planning and Control

Ver.05 (50 Procedures)

Prepared by:
Engr. Mohamed Maged, MBA, PMP, ACIArb

Profile:
https://luqmanacademy.com/profile/8
Mohamed Maged, MBA, PMP, ACIArb (Prof. Planner)
PgMO - Project Control Manager, MBA, B.Sc. of Civil engineering, with
experience in MENA region of (construction, infrastructure, and roads) Mega
projects, in professions of Contract administration, Procurement, Tender estimating,
Cost control, Planning & Claim analysis.

Certificates & Memberships:

MBA, PMP, ACIArb, AIA Fellow, SCE-PE, SFC & FIDIC Contracts Consultant

M.M. Organized three Annual Conferences of Planning and Project Management (Anniversary of
Facebook Page: Prof.Planner)- American University in Cairo, Aug. 2014, 2015 & Online Sep. 2017.

SlideShare: www.slideshare.net/MohamedMaged8/
YouTube Channel: https://www.youtube.com/ArabPlanners.
Facebook: https://www.facebook.com/Prof.Planner/

(related groups: Best Advice for Planners/ Cost/ Contract – Public groups)

Scheduling Fundamentals
Interview Tips
Planning (23 Qts)
• Scope and Activities (7 Qts)
• Durations & Relationships (7
Qts)
• Schedule Submittal (9 Qts)
Schedule Update (4 Qts)
50
Qts
Control (22 Qts)
• Analysis and Reporting (6 Qts)
• Delays and Mitigation (8 Qts)
• EOT Claims (8 Qts)
Professional Certificates (1 Qt)
Training Courses:

Schedule Planning & Control Planning Interview Questions

Q24 to 50 – Update, Reporting, and Q1 to 23 – Schedule Submittal

EOT Claim … With Samples
 I2

Section 01
Tips before the
Interview

-Know the company

earlier to make a
connection.
-Look for the stability as
well as the salary.
-Be ready for the
general HR questions
like talk about yourself
..etc. May 6, 2019
Q&P

May 6, 2019
 Section 01 - Interview Tips Deliverables: Section 10: Samples Control Fundamentals
………………
(Section 06 - Analysis & Reporting)

Cost Control Reports 28- Earned Value29- Forecasting

Planning Fundamentals Scheduling Fundamentals Analysis using EVM
(Section 02 – Scope & Activities) (Section 05 - Schedule Update) Schedule Update & 30- Trend Analysis
1-Initial Time 2-Management Tentative Schedule 24- Time 25- Activity % progress layout
Schedule Complete 31- Levels of Reporting
Schedule Phases Team Engagement and Methodology
Update Determination Monitoring Reports
32- BIM and 4D Scheduling
3- Project Lifecycle 4- WBS Levels 26- Scheduling Approaches
WBS As-built Schedule 33- Progress Control & Closing
and Construction
27- Line of Balance and Close out
5- Activities 6- Long Lead Items report
Decomposition Activity List (Section 07 - Delays & Mitigation)
Identification
Approved Baseline Schedule 34- Negative Total 35- Float
7- Calendars Identification Project Calendars Delayed Paths Ownership Debate
Float Cases
36- Project Delay Reasons
(Section 04 - Schedule Submittal) 37- Schedule 38- Productivity
(Section 03 - Duration & Relationships) Action Plan Compression Enhancement
15- Open End Activities Check Techniques
8- Activity Duration 9- Productivity Durations
Estimation Estimation Calculation Sheet 16- Constraints 17- Floats 39- Prolongation 40- Changes
Application Calculation Revised Schedule or Cost Eligibility Implications
10- Relationships Determination Resource Recovery 41- Revised Schedule Cases
18- Resource 19- Resource
Histograms Leveling
11- Lag Application Loading/
(Section 08 - EOT Claims)
Allocation
12- Milestones Identification Milestone List 42- Claims and 43- EOT Claim
20- Expenses 21- Cash Flow Disputes Submittal
13- LOE Activities Usage EOT Claim/s
Cash Flow Assignment Considerations 44- Concurrent 45- Time at
14- Critical Path Calculation Delay Large
22- Time Schedule Submittal
Network Diagram 46- Delay Analysis 47- Delay Analysis
23- Time Schedule Checks Delay Analysis Approaches Documents
and Bar chart
48- Types of 49- Contract
Section 09: 50- Professional Certificates Contracts and EOT
 Planning Fundamentals
(Section 02 - Scope and Activities)
• Initial Time Schedule Phases • Activities Decomposition
• Management Team • Long Lead Items Identification
Engagement • Calendars Identification
• Project Lifecycle and
Construction
• WBS Levels
8
 1- Initial Time Schedule Phases
P1

Stakeholders (PM, CM, PM team) develop

the execution methodology and sequence

The planning team uses the methodology

and scope statement to develop the WBS
(P4) and a high level/ tentative schedule

The client/ employer and consultant review

the priorities, requirements, specs. and
contract compliance

The contractor develops a detailed time

schedule (P2) based on the final level 2
approved schedule

The consultant reviews the schedule and the

approved version will be the Baseline
Schedule or the Programme
 2- Management Team Engagement
P2
The management team develops the
construction methodology and decides how to
engage the resources required (make or buy)

The construction methodology and sequence

lead to a level 2 schedule (parametric
estimate) with estimated productivity

The planning team generates detailed

schedule with resources histograms and cash
flow then reviews the leveling and budgeting

The schedule narrative normally includes all the

aforementioned items with the critical path
and calendars

The project management team should review

all these items with the planning team before
submission
 3- Project Lifecycle and Construction
P3
The project starts by a Construction starts with
need and an idea mobilization and planning

The client makes feasibility Engineering works include the shop-

study to the idea drawings and other preparation

Conceptual design confirms Permits are normally required

the requirements before execution

Then the detailed design The procurement cares about

development delivering the required materials

The bidding /tendering to Execution phase takes the

select constructor most time and resources

After Construction, project Testing &commissioning are the last

starts its operation phase activities for taking over and closing
 4- WBS Levels
P4

The work breakdown structure decomposes

the scope of work to manageable levels

The highest level is the overall project or

project phases

The second level of detail goes deeper to

the locations or buildings and work types

The third level of details decompose to the

work elements or floors

The fourth level presents the trades and work

disciplines then the activities take place
 5- Activities Decomposition
P5

The activity list is the next step after the WBS

decomposition to start schedule development

The activity list shall be different from the BOQ

items as the activities should be decomposed
time wise not cost wise

Activities should be divided based on the type

of work, location, and time of execution

Site Preparation The activity list should cover the work scope
Equipment Base even if items are in scope but not stated in the
Equipment
Delivery
BOQ. It may be developed more as the project
Equipment moves on (Rolling wave planning)
Installation
 6- Long-Lead Items Identification
P6

The customized or special order materials are

normally critical for construction and should be
ordered early considering its lead time

The procurement team sends inquiries to get

prices and negotiate the best offers along with
the delivery schedule and the payment
method

The management team shall monitor the

manufacturing and shipment of such materials
until the delivery to site

The materials inventory and handling should be

considered if it need special requirements or
just in time until the installation or application
 7- Calendars Identification
P7

Each resource may work different days/ hours

with different holidays which makes the working
days different from the calendar days

The calendars should be defined to be

assigned later for the relevant activities and
resources

The scheduling program (e.g. Primavera) uses

the calendars to derive the activities start and
finish dates based on the duration and
relationships

The right working days and hours lead to

proper calculation of the project duration and
planned dates
 Planning Fundamentals
(Section 03 - Duration & Relationships)
• Activity Duration Estimation • LOE Activities Usage
• Productivity Estimation • Critical Path Calculation
• Relationships Determination
• Lag Application
• Milestones Identification

16
 8- Activity Duration Estimation
P8

The activities types should be determined

based on its dependency considering the
forecasted changes

The fixed duration types fit the task dependent

activities. The other unit related types fit the
resource dependent activities

The activities duration will be calculated due to

the quantity of work, estimated productivity
(P9) of the driving resource, and resources
assigned

Activity duration = quantity / (productivity of

crew * no of crews)
 9- Productivity Estimation
P9
The productivity dilemma should be
responded using references or the
execution team experience

The execution and management team can

agree about the expected productivity
considering the project conditions

The parametric method will be the basic

concept while the three point can be used
to achieve the most likely productivity

The project duration and productivity will

determine the activities duration and the
required resources

The resources requirements can be revised

according to the reality and learning curves
 10- Relationships Determination
P10
Each activity has stat “S” and finish “F”. These
points are used to link the activities with
relationships

The relationships can be SS, FF, FS, and SF. The

most used is FS: finish to start; where successor
activity starts after the finish of its predecessor

The relationship can be soft or hard logic. The

hard logic is the mandatory, and the soft logic
depends on the execution team discretionary

Two activities can be linked using more than

one link like SS & FF in the same time

The loop of relationships should be avoided

because it prevents the logic application
 11- Lag Application
P11

Some relationships need waiting (lag) or

overlapping (lead) period

The duration which should be

embedded in the relationship should be
defined based on the logic

The waiting period is positive lag and

the overlap is lead or negative lag

The use of such dependency should be

limited and used only when needed like
the curing duration or similar cases
 12- Milestones Identification
P12

The contractual and important dates

or events should be determined at
the beginning of the project

These events will be defined as

Milestones on the time schedule

The dates or events defined will get

the appropriate type as start or finish

The milestones will be added to the

schedule in a separate WBS and
linked to its logic relationships
 13- LOE Activities Usage
P13

The planning team identifies the activities

which will run with other activities as
indirect or accompany activity

These activities will be added with its cost

per time to accumulate the right total
cost

These activities will be linked with the

related group of activities as SS to the first
ones and FF to the last ones

These activities duration may change with

the update as the start or finish of the
related activities change
 14- Critical Path Calculation
P14

The activities durations (P8) and

relationships (P10) drive the project
paths and total duration

The early and late calculations of

activities’ dates lead to the critical
paths and critical activities

The longest path is the critical path

and it can be several paths with
some sub-paths

The critical activities have zero total

float and any delay to it will delay
the project consequently
 Planning Fundamentals
(Section 04 - Schedule Submittal)
• Open End Activities Check • Expenses Assignment
• Constraints Application • Cash Flow Considerations
• Floats Calculation • Time Schedule Submittal
• Resource Loading/ Allocation • Time Schedule Checks
• Resource Leveling

24
 15- Open End Activities Check
P15

All activities should be linked from

start and from finish as well

The sequence can go by linking

successors for all activities then
review any missing logical link

The Primavera log shows the open

end activities while scheduling

These activities should be revisited

to link with the most appropriate
relationship
 16- Constraints Application
P16

Some dates may be constrained which are

related to external activities or contractual
obligations

These dates can’t be derived from the logical

relationships and constrains may be applied

The type of activity and the constraint type

should be determined and applied

The application of constrains should be limited

and due to necessary needs only, otherwise
the regular logic should be applied
 17- Floats Calculation
P17

The duration and relationships are used to

calculate the activities start and finish

The forward calculation provides the early

dates and the backward calculation provides
the late dates

The difference between the late and early is

the total float where the activity can delay
without delaying the project

The total float is related to the path not only

the activities and the longest path will have
Total Float (TF)=0 as per (P7)

There are different types of float such as the

free float when the activity can delay without
influencing the immediate successors
C0
 18- Resource Loading/ Allocation
P18
The usage of resources for each activity can
be calculated based on the quantity and
production rate

The resources (3M: Manpower/ labor,

material & Machinery/ equipment) will be
loaded on the activities

The program distributes them equally or as

per the resource curve if used and each
resource can have a price or rate/unit

The program aggregates the resources per

type to get the total resource units required

The resources histograms can be presented

in total or by resource type in intervals daily,
weekly, monthly or otherwise
 19- Resource Leveling
P19

The max applicable units of each resource

may have limitation therefore this needs to be
considered

The leveling apply the resource limits to avoid

overloading by shifting or extending activity
durations

The sorting should be used to identify the

priorities of the activities in case of changes
due to exceeding the limits cases

If leveling affected the project negatively, then

alternatives may be adopted such as
subcontracting or raising the limits if applicable
 20- Expenses Assignment
P20

The unrelated costs to direct resources can

be added to the activities in P6 using the
expenses

The expenses may be administrate expenses

or similar costs which will be spent normally
from the petty cash

The total budget cost of the project will

include the expenses as well as the cost of
resources (quantity assigned * unit rate)

The expenses can be added in the budget

while developing the schedule as well as to
be added to the actual while updating
 21- Cash Flow Considerations
P21
The cash or money is the contractor bargain
against the project construction and the
contract normally regulates the payments
which is the employer cash out

The contractor cash out consists of direct and

indirect costs including the head office
overhead then the profit will be added to
reach the prices

The contractor cash in comes from the invoices

and it takes time to be paid with some
deductions and retentions until the taking over
and performance certificate

The gap between the expenditures and cash in

consists the funding gap. The advance
payment helps to overcome this
 Cash Flow
C1 Contractor Cash In = Client Cash Out
Cash in Received net
100%
advance added
Cash out
80%
Cash in Invoice gross

60%

40%

20%

0%

PAC
Month 01

Month 02

Month 03

Month 04

Month 05

Month 06

Month 07

Month 08

Month 09

Month 10

Month 11

Month 12

Month 13

Month 14

Month 15

Month 16

Month 17

Month 18

Month 19

Month 20

FAC
Losses: cost or budget overrun
Time factor (PV): Inflation & interest
‫ فتح اعتماد‬LC: letter of credit ‫خطاب ضمان‬ May 6, 2019
 22- Time Schedule Submittal
P22

The planning team consolidates the time schedule

documents and reviews them with the
management team (P2) to submit for approval

The supporting particulars normally include

narrative of methodology, phasing layout, WBS,
calendars, summary with milestones, CP, resources
histograms with productivity, and cash flow

The approved or consented schedule will be

called the baseline schedule or as per the case
and it will be used for monitoring the progress and
in case of EOT claims

In case of scope/ sequence change or schedule

variance, a revised schedule should be submitted
to be used as a new baseline or it can be called
revised baseline schedule
 23- Time Schedule Checks
P23

Review of a time schedule needs to consider

different checks from the practicability,
contractual and technical perspectives

The time schedule should be consistent with the

contractual dates, values, and obligation. The
schedule probability can be checked using
quantitative schedule risk analysis techniques

The level of details, activity decomposition,

duration, links should be based on proper resource
loading with logic productivity which are
appropriate for monitoring and control purposes

The critical path and total float should be

checked to be logic as well as the near critical
paths. The DCMA 14-Point Assessment Checks can
help in such checks
C2

May 6, 2019

Schedule Planning and Control
Interview Tips
Planning (23 Qts)
• Scope and Activities (7 Qts)
• Durations & Relationships (7
Qts)
• Schedule Submittal (9 Qts)
Schedule Update (4 Qts)
24-50
Qts
Control (22 Qts)
• Analysis and Reporting (6 Qts)
• Delays and Mitigation (8 Qts)
• EOT Claims (8 Qts)
Professional Certificates (1 Qt)
Deliverables Samples
Planning & Control Deliverables
 Scheduling Fundamentals
(Section 05 - Schedule Update)
• Time Schedule Update
• Activity % Complete
Determination
• Scheduling Approaches
• Line of Balance

38
 24- Time Schedule Update
P24
At regular intervals, weekly or monthly, the site
team provides the actual data to the planning
team to update the time schedule

The data date is the date of the actual status

collected. The update and reporting may be
done later but considering the right data date

The activities actual data is normally the actual

start date, % completion, the actual finish if 100%
completed. Suspension can be added if any

The actual resources and costs can be added

also or the program will calculate based on the
progress updated

The reaming duration can be entered manually or

as expected finish. Otherwise, The planning
software calculates the remaining duration/ units
 25- Activity % Complete Determination
P25

Progress and remaining calculations are based

on the assigned activity % complete type

The default type is the duration % complete

where the reaming duration will be calculated
with proportional to the remaining percentage

The physical % complete can be used with

steps weight and manual entry for the
remaining or exp. finish

The third type is the unit % complete which can

be used when the schedule is resource driven
 26- Scheduling Approaches
P26
The scheduling options are whether retained
logic (preferred for hard logic domination) or
progress override (preferred for soft logic
domination)

The retained logic method is conservative. It

keeps the predecessors links applicable for the
remaining of any started activity which means
activities can be Interruptible

One the other hand, the progress override

method breaks the predecessors for any
started activity and keep them proceed
continuously until finish

The update methodology can be submitted to

be consented initially or later on including
Progress Override duration type, percentage type, scheduling Retained Logic
approach, logic change justification and so on
 27- Line of Balance
P27
The line of balance approach can be
applicable for planning and monitoring the
linear projects or projects with repetitive
activities

Each activity production rate draws its curve

slope which can be different from the previous
and subsequent activities

The start date can be lagged or the resource

can be changed to balance between these
activities and keeping continuous progress

The resources can be also changed to

balance the productivity and getting one type
of activities in a suitable rate or slope
 Control Fundamentals
(Section 06 - Analysis & Reporting)
• Earned Value Analysis • Progress Control & Closing
• Forecasting using EVM
• Trend Analysis
• Levels of Reporting
• BIM and 4D Scheduling

43
 28- Earned Value Analysis
P28
The earned value is a theoretical value create to
control cost and schedule by comparing apple to
apple. EV (earned value) is the budget cost of
work performed (BCWP)

The cost factors are the CV and CPI:

CV = EV – AC, CPI = EV / AC where: AC (actual
cost) is the actual cost of work performed (ACWP)

The schedule factors are the SV and SPI:

SV = EV – PV, SPI = EV / PV where: PV (planned
value) is the budget cost of work scheduled
(BCWS)

All equations begin with EV. The schedule factors

may conflict with the TF indicator (P34) due to the
noncritical and out of sequence activities
 29- Forecasting using EVM
P29
The percentages of planned (scheduled) and
performance (actual/ progress) in EVM are
measured with reference to the budget at
completion (BAC) value

The forecasting estimates the estimate at

completion (EAC) with different methods as well
as the EV techniques

The estimate to complete ETC equals the estimate

at completion minus the actual cost as follows:
ETC = EAC - AC

The earned value also can be used to calculate

“to complete performance index (TCPI) showing is
it easier or harder to complete
C3

(Forecast & TCPI)

 30- Trend Analysis
P30

The slope of progress curve with time is the

trend of the curve which can be used to
expect the completion date if extended

The trend analysis forecasting may conflict with

the schedule update completion date or other
schedule forecasting methods

Hence, the trend analysis method can be

practicable if the remaining work has similar
nature to the current and previous works and
the same resources are continuing

This kind of prediction doesn’t consider the

regular lazy start and lazy finish of the progress
s-curve which can be manually considered
and adjusted if required
 31- Levels of Reporting
P31

The reporting can be in numerous levels similar to

WBS but to hierarchal like it. There are main four
reporting levels

Executive level reports represent almost monthly

the project status and the forecasting at a glance,
and the summary level digs deeper to the major
trades and areas of concern

The third level can be useful for management by

presenting the work sequence in detail sufficient
to plan and monitor weekly activities and ‘look
ahead programmes’

The site daily level presents logs or tick-sheets,

which are developed and maintained by each
department, section, or trade
 32- BIM and 4D Scheduling
P32

Building information modeling (BIM) is a

technology of building a 3D intelligent model
for all disciplines (architectural, structural, MEP)

It coordinates and manages the potential

clashes and it can be used to calculate the
materials used quantities

The time dimension can be also added that’s

why it is call 4D scheduling. Other dimensions
can be added such as the cost estimate,
sustainability … etc.

The 4D scheduling presents the planned and

actual on the 3D model by linking the
scheduling software with it
 33- Progress Control & Closing
P33
The planning team updates the schedule
and prepare the appropriate reports to
compare the planned and actual

The full scope and critical activities should

be monitored to propose action plans in
case of delays or prepare EOT claims

The time impact of changes should be

analyzed because the sequence or
construction methodology can be affected

The variance should be regularly

investigated with studying the risks and their
potential impacts

The updating remains until reaching the

completion and as built schedule with
participation in the close out report
C4
 Control Fundamentals
(Section 07 - Delays & Mitigation)
• Negative Total Float Cases • Prolongation Cost Eligibility
• Float Ownership Debate • Changes Implications
• Project Delay Reasons • Revised Schedule Cases
• Schedule Compression
Techniques
• Productivity Enhancement
52
 34- Negative Total Float Cases
P34

If the project completion date is imposed or

any other constraints are applied, the delay will
appear as negative total float

The negative total float will show the project

delay or the delayed paths behind the applied
constraints

The amount of delay will equal the value of the

–ve total float. This delay should be recovered if
it is because of the contractor or delay
damages will be applied

The negative total float can appear in the

stage of time schedule development but it will
Constraint not be acceptable. Then it presents the delay if
appeared in the time schedule updates
 35- Float Ownership Debate
P35

The total float for each activity is the duration

which the activity can be delayed without
delaying the project

The delay of any activity deducts from the total

float of the successor activities on the same
path

The debate is that who can delay activities

within their total float without blame or
negative consequences. Is this a right of the
contractor or of the employer?

Some contracts define the float owner but

otherwise we can use a concept of first come,
first served
 36- Project Delay Reasons
P36

The contractor may cause a delay due to

contractor risk event (CRE). In some cases the
employer ERE may cause delays

Exceptional unforeseen events may cause

delays which can be considered as neutral
events. Depending on the case or contract,
this can be excusable non-compensable event

If a delay happens due to CRE, the contractor

shall recover to get relieved from the delay
damages. Otherwise, the contractor will
become entitled to extension of time (EOT)

If the delay happens only due to ERE, the

contractor will become entitled to
prolongation cost (P39) which is the cost
occurred because of the EOT
C5
 37- Schedule Compression Techniques
P37

In case of exceeding the contractual finish

date, the planning team applies the
compression techniques

The activities duration can be decreased by

increasing the resources as practicable
according to law of diminishing returns. This is
called crashing/ crunching

The second technique is called fast tracking by

overlapping the activities which cause a risk of
potential rework

The delay mitigation is a duty of the contractor

but without extra cost. If the employer
requested acceleration with extra cost. The
cost should be agreed or as the case may be
 38- Productivity Enhancement
P38

The productivity of labors can be enhanced

when required with the same crews using
different methods

The extended hours can be an option as well

as making two shorter shifts day and night if
applicable, but this can’t continue for long
time

The incentives can be a good solution , it builds

competition but the quality should be strictly
controlled. Likewise, assigning the optimum
supervision team enhances the productivity

The training and knowledge transfer from the

skilled productive labors to others can also help
or using smart tools and equipment
C6
 39- Prolongation Cost Eligibility
P39

The contractor incurs additional time related

costs as a result of the completion of the works
being delayed

If the delay is by an event that is not the

contractor’s responsibility. The contactor
usually becomes eligible for prolongation cost

The compensation should be reasonable to the

damages and additional costs. The contract
can help if the calculation criteria is defined

The prolongation cost consists mainly from the

indirect costs of the superintendence staff,
facilities, offices, … etc.
 40- Changes Implications
P40

The change can be initiated due to

instruction or proposal. The reasons can be
design error, missing data, value
engineering, additional work, or change in
design

The implications may include cost impact

or/ and time impact. The time schedule
will be revised in all cases even if no
impact but there is a change in scope

The impacts should be agreed or

determined. The case can cause a claim
for payment or/and EOT. Otherwise the
case will become a dispute
 41- Revised Schedule Cases
P41

In some cases, the contractor will revise the

schedule if there is a change/ variation, delay
beyond a threshold, disruption … etc.

The new revision will be applied on the

schedule update. It can be recovery schedule
by to recoup contractor delays to the
contractual completion date

The second case is a revised schedule with/

without new completion date as the case may
be if there is variation with time impact or EOT

The revised schedule will be subject to

approval to become the revised baseline or
the (revised) Programme
 Control Fundamentals
(Section 08 - EOT Claims)
• Claims and Disputes • Delay Analysis Documents
• EOT Claim Submittal • Types of Contracts
• Concurrent Delay • Contract and EOT
• Time at Large
• Delay Analysis Approaches

63
 42- Claims and Disputes
P42
Events may happen and cause delay or cost to
the contractor. If an event is not because of the
contractor and out of his control, it may cause a
contractor claim

The contractor may raise a claim of EOT and/ or

payment what contractor considers himself
entitled to. The employer may claim for payment
by deducting from invoices or for DNP extension

The claims can be agreed, determined, or

decided according to the contract. If the parties
are not dissatisfied it can become final and
binding

If either party is dissatisfied, it may become a

dispute which can be resolved by negotiation,
arbitration or litigation as the case may be
 43- EOT Claim Submittal
P43
The extension of time claim normally consists of
contract particulars, narrative, impacted time
schedule, statement of the claim, and
substantiation documents

The events should be defined with the liability

then the narrative states the cause and effect
with reference to the attached substantiation
documents

The contractual dates and relevant clauses

can be mentioned. It is preferred that the
statement of the claim defines the new
contractual completion date if the EOT agreed

The main purpose of the EOT claim is relieving

the contractor from the delay damages which
the contract stipulates with intervals (daily) and
maximum percentage
 44- Concurrent Delay
P44

If more than an event delayed the project at the

same time. For example, the contractor is delayed
and the employer caused a delay

The true concurrent delay occurs when the events

happen at the same time but normally the time of
events are different but the effect is concurrent

The contractor will be entitled for EOT for the

excusable delay which is not the responsibility of
the contractor

It will be non-compensable if the CRE exceeds the

ERE. In case of contractor is delayed beyond the
completion date and ERE happened, the period
in between will be in-excusable
 45- Time at Large
P45

If there is a protracted delay out of the

contractor’s control and no mechanism to
determine a new contractual completion date

The project may be considered as time at

large

The contractor will be responsible to complete

the project within reasonable time
 46- Delay Analysis Approaches
P46
Delays can be analyzed by forward looking which
is called prospective analysis such as: impacted
as-planned, predictive modeling, and 'time
impact analysis‘

On the other hand, after the fact analysis is called

retrospective analysis such as: 'collapsed as-built',
as-built modeling, and windows analysis with
snapshots for every interval

Another classification is based on the general

approach applied such as ‘additive’, ‘subtractive,
and analytical' like 'as-planned versus as-built‘ in
case of Global delay claim (total time claim)

If a delay is protractive, the contractor submits

interim claims with incremental review. The both
prospective and retrospective methods can be
used to determine the likely effect of the delay
 47- Delay Analysis Documents - SCL
P47

SCL issued Society of Construction Law Delay and

Disruption Protocol in 2002 and reviewed in 2017. It
consists of 22 core principles

The purpose of the protocol is to resolve these

matters and avoid unnecessary disputes. Don’t
‘wait and see’ regarding impact of delay events
(contemporaneous analysis)

SCL protocol defined the requires for each delay

analysis method such as logic linked baseline,
delay events selection, update programme or
progress information, as-built data

The protocol also includes disruption analysis

methods such as productivity-based methods and
cost-base methods
C7
 48- Types of Contracts
P48
Awareness of contract management is important
for planning teams as well as cost management.
The clients select the contract type based on the
project size, complexity, scope and expected risks

The contracts can be classifies based on cost to

the following types: unit price/ re-measure, fixed
price/ Lump Sum, and Cost Reimbursable/ Cost
plus

The contract delivery systems include Engineering-

Procurement-Construction (EPC), likewise: DESIGN-
BUILD and Turnkey contracts

There is another type has been used by many

governments around the world which is Build-
Operate-Transfer (BOT). According to its parties it’s
also called Public Private Partnership (PPP)
 49- Contract and EOT
P49
Contracts help in risk sharing, trust building, and
power control. The most common standard
forms are FIDIC forms, there are other types
such as NEC and JCT

The contracts and especially standard forms

regulate the parties obligations including the
Programme, EOT and claims

In FIDIC 1987 red book for CONSTRUCTION, the

Programme was Sub-Clause 14.1, and in 1999
and 2017 it becomes Sub-Clause 8.3

The FIDIC 2017 Sub-Clause of EOT is the Sub-

Clause no. 8.5 and the Claims Clause is the
Clause no. 20
 50- Professional Certificates
P50

The professional certificates are a proof of that

the credential holder has passed the exam, has
a good knowledge, and practice

The most common scheduling certificate is PMI-

SP from US project management institute (PMI)
and PSP from AACE as well

These entities have other professional

certificates such as EVP, CCP, CFCC, and RMP.
There is also the project management
professional certificate (PMP)

The project management professional

certificate (PMP) divides the project
management to 10 knowledge areas consists
of 49 processes from initiating to closing
PSP EVP CCP CFCC
 Section 10
Deliverables Samples

Schedule Planning & Control

Numerous Samples are included

such as WBS, Reports, EOT Claim,
and Delay Analysis Report
 Thank You
Don’t Hesitate to contact….

M.Maged
magedkom@gmail.com
mobile : 00966-580264968