time impact analysis
DESCRIPTION
Preparing and Analyzing a Prospective Time Impact AnalysisTRANSCRIPT
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Preparing & Analyzing a Prospective
Contemporaneous Time Impact
AnalysisAugust 9, 2007
Chris Carson, PSPProject Controls Manager
Alpha [email protected]
Mark Boe, PE, PSPVice President
Capital Project Management, [email protected]
The information in this presentation or publication was developed and prepared by the authors for the purpose of education about the subject. This presentation or publication does not necessarily reflect the views of the Construction Management Association of America or constitute a position or policy of the Construction
Management Association of America (CMAA). This material was presented with the permission of the authors and is subject to copyright under applicable law. The
information contained herein is presented as descriptive of issues related to the subject at the time it was presented, but it has not been peer reviewed or approved by CMAA. No part of this presentation or publication is to be reproduced or used without written permission from the author and CMAA.
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Introduction & Summary
� A Time Impact Analysis (TIA) is the best methodology for determining the extent of impact
from a potential delay event.
� When done in a prospective, or forward looking, manner, a TIA can promote negotiation and
ultimate settlement of any ramifications of a delay event.
� Performing a “Time Impact Analysis” has a reasonably industry-wide definition.
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Participant Expectations
� Understand the terminology
� Understand the difference between
contemporaneous forward-looking
prospective and backward-looking
retrospective analyses
� Recognize the importance and power of a TIA
� Learn how to prepare a TIA
� Learn how to analyze a TIA
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Industry Definition of Time Impact
Analysis
� The Best Industry Publication
� AACE International Recommended Practice No.
52R-06
� TIME IMPACT ANALYSIS – AS APPLIED IN
CONSTRUCTION
� Developed by a team of scheduling and dispute
resolution professionals
� “Provides guidelines for the project scheduler to
assess and quantify the effects of an unplanned event
or events on current project completion”
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Industry Definition of Time Impact
Analysis
� The Best Industry Publication
� AACE International Recommended
Practice No. 52R-06
� “The TIA is a ‘forward looking,’ prospective
schedule analysis technique that adds a
modeled delay to an accepted contract schedule to determine the possible impact of
that delay to project completion.”
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Industry Definition of Time
Impact Analysis
� From CPM in Construction Management,
6th edition book by James O’Brien and
Fred Plotnick, “time impact evaluation -
Use of a fragnet or subnetwork to evaluate
the impact of an event such as a change of
order or unusual occurrence on the
baseline schedule; known as TIE. This is
also known as time impact analysis (TIA).”
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Industry Definition of Time
(Impact) Analysis
� From US Department of Veteran’s Affairs:
“CPM Time Analysis on Contract Changes: The affect that changes or delays have on a CPM schedule is determined by a comparison of the schedules before and after the delaying activities are incorporated into the CPM Network.”
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Time Impact Analysis Defined
� Contemporaneous Prospective� Performed to “look-ahead” during project
� Performed at moment of start of impact
� Called Contemporaneous Time Impact Analysis (TIA)
� Compare the predicted completion of the schedule just prior to the date of the “delay event” to the predicted completion of the schedule after inserting a fragnet of impact activities into the schedule
� Discussed in this webinar
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Definition of Time Impact
Analysis
� Forensic
� Performed after the project or delay event
� Typically used in delay analysis in claims
� No industry standard name
� Retrospective, backward-looking
� Sometimes also called Contemporaneous TIA
since analysis is done from the beginning of
the impact even though it is analyzed after the
fact
� Discussed in a future webinar
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Reasons for Use
� Sometimes mandated by specification
� Best way to evaluate expected impacts resulting from changed conditions
� Supports negotiation of time extensions due to changed conditions
� Enables sharing of risk
� Keeps project on track with accurate schedule
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TIA Specification Language
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Case-law & Industry guidance
� TIA methodology typically used and
supported in litigation
� Industry publications
� Construction Law Library – Construction
Scheduling, Liability & Claims, by Wickwire,
Driscoll, Hurlbut, Hillman
� CMAA – CM Standards of Practice (Construction
Phase, Monitoring Schedule Compliance)
� AACE Recommended Practice – noted earlier
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Situations for Use of TIA’s
� Excusable delay events
� Late Notice to Proceed
� Undisclosed condition
� Unknown site conditions
� Request for Proposal
� Construction Change Directive
� Field Order
� Excessive predicted adverse weather conditions
� Hurricane
� Extended excessive hot or wet weather
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� Verify schedule (the current schedule)
�Test for reasonableness
�Ensure schedule logic models the actual project sequencing
�Check for constraints
�If constraints exist, establish methodology
�Remove constraints, if possible
�Insert logic to replace constraints
�Verify accuracy of changes
�Document use of methodology
Preparing a TIA
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How to Prepare a TIA, continued
� Update the current schedule
� Use update data through the date that will reflect the situationimmediately prior to the beginning of the changed condition
� Do not make any logic changes after the update
� Calculate the schedule
� Set Data Date immediately prior to the beginning of the changed condition (to match update data)
� Document the completion date
� Use a common activity such as Substantial Completion (preferable), or an Interim Milestone as necessary
� Use EF of the entire project
� Be consistent in choosing the comparison activity
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How to Prepare a TIA, continued
� Identify the reason for preparing a TIA
� Changed condition
� Potential delay situation
� Other actions beyond Contractor’s control
� Create a copy of the reference schedule for
use in the analysis, so the reference
schedule can be used as a target
.
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How to Prepare a TIA, continued
o Determine scope of work required to deal
with changed condition
� List assumptions
� Scope of work
� Manpower & resources
� Sequencing rationale
� Note any questionable assumptions
• Provide narrative detailing how work will be done
.
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How to Prepare a TIA, continued
� Create fragnet of activities
� Estimate durations & document
� Determine appropriate connection points;
predecessors and successors (which activities are affected by the changed condition?)
� Insert fragnet with new logic connections
� AACE RP – “Set the duration of the delay
activities to zero and recalculate the CPM.”
.
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Fragnet Example
Fragnet
Logic Connections
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Before Rebar Shop Drawings Delay
(Original Schedule)
Description
Act ID
Early StartEarly Fin
ODTotal Float
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After Fragnet Showing Impact of Delay in Rebar
Shop Drawings
Description
Act ID
Early StartEarly Fin
ODTotal Float
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Fragnet Example
Logic
Connections
Fragnet
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How to Prepare a TIA, continued
� Recalculate project
� Compare results to updated schedule completion dates prior to insertion
� Review Critical Path changes and shifts� Identify CP in schedule prior to TIA insertion
� Identify CP in schedule after TIA insertion
� Compare and review changes
� Write up conclusions
� Be prepared to discuss & defend
.
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Typical TIA Report
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How to Evaluate a TIA
� Review schedule� Reasonableness
� Logic models the project sequencing
� Constraints & methodology
� Verify use of correct schedule� Pre-impact schedule
� Secure copy of unimpacted schedule
� Updated to beginning of impact
� Represents work plan before impact
� The As-Planned (Baseline) Schedule should not be used unless there is no progress (no updates) and the CP has not changed to the beginning of the impact
.
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How to Evaluate a TIA, continued
� Review scope of work related to the changed
condition
� Does it cover the changes?
� Is it only new or changed scope of work?
� Review assumptions & narrative
� Are assumptions reasonable?
� Are there inconsistencies with previous schedule?
� Check for concurrent delays
� TIA should take into account all delay events that
could affect completion
.
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How to Evaluate a TIA, continued
� Review fragnet� Check durations
� Do they match staffing and production rates of activities prior to impact?
� Are they in keeping with durations in schedule?
� Check logic within fragnet, does it make sense?
� Verify fragnet calendars are consistent
� Review insertion points of fragnet� Verify that predecessors & successors are “correct”
� Verify that relationship types are correctly defined
� Verify that any lags between fragnet and schedule are defined and reasonable
.
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How to Evaluate a TIA, continued
� Verify that the recalculation is done correctly� Check that correct Data Date is used
� Ensure that Progress Override is not changed to Retained Logic
� Verify differences between pre-impact schedule and TIA schedule� Run comparison software
� Review report to ensure that changes match TIA narrative and logic
� The schedules should be identical except for the added fragnets
.
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How to Evaluate a TIA, continued
� Check slippage total, if any
• Verify consistency in comparison of completion
� Review Critical Path (CP)
� Identify CP in schedule prior to TIA insertion
� Identify CP in schedule after TIA insertion
� Compare and review changes
� Evaluate conclusions
� Note any challenges for negotiation purposes
.
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After the TIA
� After TIA submittal & review
� Negotiate time extension, if any
� Document decision
� If justified, incorporate TIA into schedule
� Publish revised schedule with new completion
dates
� Provide change order showing settlement
� Ideally, TIA resolution should conclude any known delay issues or impacts to date
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Incorporate TIA into Schedule
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Benefits of Use of TIA’s
� Benefits to Owner� Participates in decisions that affect budget &
completion
� Can negotiate requests for time and costs prior to work
� Encourages cooperation
� No lingering potential claims issues
� Budget & completion information always current and reasonably accurate
� Allows Owner to take advantage of pacing opportunities
� Reduce or eliminate need for unilateral modifications
� Shares performance and cost risk
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Benefits of Use of TIA’s
� Benefits to Contractor� Relatively simple analyses (compared to claims)
� Receives timely time extensions
� Builds good documentation (even if rejected)
� Allows negotiation prior to spending money or doing work
� Minimal memory problems compared to old issues
� Allows for pacing other trades
� Costs for TIA effort should be reimbursable
� Fair preparation of TIA builds credibility
� Builds in understanding of risk in pricing
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Disadvantages of Using TIA’s
� Process takes scheduling personnel with more analytical skills and knowledge
� Some added time burden (but considerably less than building a claim)
� Less attorney and consultant revenue (only real disadvantage is to attorneys)
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Questions?
Comments?
War Stories?
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Preparing & Analyzing a Prospective Contemporaneous Time Impact Analysis
August 9, 2007
Chris Carson, PSP
Project Controls Manager
Alpha Corporation
Paul Beckwith, PE, CCM
Director of Construction
Regency Centers