A Brief Note On Delays And Construction Delays

Working to understand the risks a project may endure along with the cost associated is critical in every project management plan. Understanding potential risks based on the project type, resources needed, timeline and budget still leaves gaps that creates uncertainty for actually predicating the outcome of the project. There is not a true way to predict when and where a project risk will occur but designing a plan to properly address and manage those risks will increase confidence while eliminating the element of surprise.

Analyzing the critical path, there is a high level risk as it runs parallel to itself, more than one task at a particular time could delay project. Some other tasks run parallel to the critical path and have same duration; a delay in one of these tasks will change the critical path and delay the whole project.

To incoming students in the construction management discipline., the three types of research that will be described in this paper are scholarly journals, trade journals and popular magazines, these will also be accompanied with examples of a research topics. Students can use these researching strategies for the following: essays, lab reports, reviews, and annotations. Knowledge of these resources will ensure success in the program.

Construction management and business management share similarity elements of planning such as, goals, policies, rules and procedures. Nevertheless, they differ in the chart when the standard is the time. Planning for the construction management regard only to the period required to complete a construction project. However, business management planning can be divided into long-term planning and short-term which aims to give a clear picture of business for the future.

Describe common practices to estimate the duration of project activities as well as real reasons that cause project delays.

Any path that if delayed will delay the completion of the entire project is known as a:

My partners and I have made a list of areas that might cause the project delays or failure with their respective outcomes. We have listed the risk below that can prevent the project to finish on time.

DELAY will be defined as an activity or condition that inhibits a person from accomplishing a task following a prescribed method. Examples of DELAY are printer down, issues with the Voice system, excessive congestion, fallen cases on the floor,

Design Consultants miscommunication within their own departments and changing of staff members delayed timeline as project wasn’t communicated when staff were exiting employment. So these activities had to commence from the beginning.

In case of Compensable delay, contractor is entitled to both a time extension and an additional compensation.

In field of project management, there are a plethora of mechanisms under perpetual reevaluation. One specific segmentation of project management under such scrutiny pertains to cost duration, which is the time and monetary costs of completing individual tasks within the project’s critical path (IBM Knowledge Center, 2016). The process of monitoring and evaluating the time and financial impacts of each task is referred to as cost duration analysis (IBM Knowledge Center, 2016). A chief concern of cost duration analysis is identifying tasks within the project’s critical path which can reduce project duration (PMI, 2013). A common approach to reducing a project’s duration is task “crashing” (PMI, p.181). According to The Project Management Institute (2013) crashing refers to the process of methodical determining the financial value of increasing a critical path task’s resources in order to decrease project duration (p.181).

Construction projects are always unique and risks raise from a number of the different sources. Construction projects are inherently complex and dynamic, and involving multiple feedback processes. A lot of participants – individuals and organizations are actively involved in the construction project, and they interests may be positively or negatively affected as a result of the project execution or project completion. Different participants with different experience and skills usually have different expectations and interests. This naturally creates problems and confusion for even the most experienced project managers and contractors.

In order to perform project risk management effectively, the organization or the department must know the meaning of the risk clearly. With regards to a project, the management must focus on the potential effects on the objectives of the project, for example, cost and time (Loosemore, Raftery and Reilly, 2006). Risk is a vulnerability that really matters; it can influence the objectives of the project

All of the delay analysis techniques in this case study depend on the analysis of the critical path. These methods are categorized as the CPM- techniques for quantification. Methods like as-planned vs. as-built are simple and easy to perform; it just follows the basic guidelines without referencing with the supplementary data and any modification. On the other hand, methods like “window” analysis, collapsed as-built using complex, additive and subtractive analysis give better and accurate results because they take into account any changes during the project and therefore recommended for incorporating in delay analysis. Not to mention, these methods need detailed project information followed by rigorous analysis. The results could have been more specific if detailed information in the form of daily reports, schedule of values and pay application would have been available. By sticking to the basic number of delay in activities, most of the results are observed to be close if not same. This research corroborates the use of impacted as-planned, collapsed as-built, time impact analysis and as-planned but for, for the analysis of delays in day to day industry scenarios because calculation of delays and attribution can be easily carried out with these methods. With extensive information and rigorous analysis of the same, better and more efficient results can be observed.

Not all the contributing causes have the same effect in occurrence of delay. To investigate the relative importance of the causes, a nationwide on-line survey was designed and conducted among the experienced experts of the construction industry in the U.S. The respondents were asked to assess the effect of each of the potential causes in occurrence of delay by a number from 1 to 5 where 1 represents least and 5 represents most criticality. 11000 experts were invited of which 219 people participated. The average years of experience for the respondents was 27.9 years. Table 2 shows the result of this survey.