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Top Tips - Part 2 (6 to 10)

[Read Part 1 here]

  1. Be aware of progress on all floors / levels / areas

A potential defence to an extension of time claims is that the contractor is in concurrent delay. Whilst the contractor may still be entitled to an extension of time, if there is genuine concurrent delay this may affect any loss and expense costs which may be recovered. Progress should be carefully monitored to ensure that any concurrent culpable delay is identified early and mitigated or dealt with rather than ‘discovering’ the problem later on when there are no solutions available. Remember not to take your eye off the ball in other areas even when a specific area has excusable delay……….you may still be at risk, even if that risk is cost not time.

  1. Ensure the baseline programme is robust and achievable

A robust and achievable baseline programme is the optimal way to commence the works. Activity durations should be achievable and logic should be sensible and genuine. Links should not be added ‘just to hold activities in place’. Logic should be ‘tested’ to ensure that the programme reacts to delay / change in the manner in which common sense would suggest it should.

  1. Monitor programme risk and make allowances where necessary for time risk items

Too often risk registers are drafted during the tender stage to satisfy the requirements of a bid and then the document discarded or not updated once the works commence. The risk register is a powerful tool that if used correctly can help the management of a project. It should be updated and scenarios modelled to ensure should the risk event occur the solution has been rehearsed rather than reacting to it.

  1. Don’t use overly complicated calendars allocations

We have often seen the use of multiple calendar allocations to model task specific non-working periods. However, these often get forgotten about when delay or change occurs resulting in the task or other tasks falling in or outside the non-working period. If you do use calendar allocations remember to monitor and update these as you would other aspects of the programme. Also ensure that the correct tasks are assigned the correct calendar allocation otherwise you will potentially end up with an unrealistic programme.

  1. File email correspondence on project server

E-mail is becoming the predominant form of communication on construction projects and whilst this is not necessarily a problem in itself it can become a big issue if staff do not file the communications on a central available workspace. We have seen many instances of lost records when members of staff delete email without considering the significance. A similar issue arises where there is not a proper filing structure or convention. If a central archive software system is not used all should follow the same convention which should make it as easy as possible to retrieve the necessary email communication. Multiple versions of the same message should also be avoided.

[Read Part 1 here]

Key Contact
Tim Ellis

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