Regardless of who or what the causes are, delay and disruption can wound and sometimes kill a project. The goal of risk management is to identify all project risks (both positive and negative) and to assist in developing proactive strategies of response.
The task of proper compilation and assessment of an extension of time claim resulting from a disruption claim can, and often does, prove to be a difficult one. Whilst, one’s first avenue is likely to be based on a comparative method of judging output or productivity, this method still requires diligent and meticulous effort in contract administration, whilst still being simple and cost-effective. In the absence of properly recorded information, a second avenue, that of construction programming, may be pursued in order to identify the individual activities subject to the delay or disruption. The preferable option is the utilization of correctly recorded costs, which has long since been the accepted manner of determining the quantum of a project delay. The identification of delay and disruption; assessment of the impacts thereof in terms of the risk profiles; and effective change management, along with various ancillary aspects will be dealt with during the course of this seminar.
It is anticipated that the attendee of this seminar will be provided with a good practical understanding of the concepts behind project execution in the event of a project delay or disruption. It is moreover, intended that the practical discussion points behind these concepts will ensue from a number of case studies with which the presenters will deal. These case studies have been compiled in light of a substantial portion of the firm’s recent workload comprising claims dealing with the noteworthy aspects of delay and disruption. It is further anticipated that this seminar will make for both interesting and practical audience participation and discussion.
Some of the issues to be covered in this two-day seminar are the following:
1.1 Risk identification.
1.2 Risk assessment (for the lifecycle of the project) in respect of delay and disruption.
1.3 Development of risk mitigation strategies to minimize negative impacts.
1.4 Exploring different contracting strategies for purposes of risk allocation.
2. Delay and Disruption
2.1 Defining and interpreting delay and disruption.
2.2 Monitoring and mitigating delay and disruption.
2.3 Interpreting the individual causes of delay related to contract provisions.
2.4 Retrospective analysis and assessment of the impacts of delay and disruption claims.
2.5 The effects of concurrent delays.
2.6 Dealing with consequential delays.
2.7 Notification of intermediate milestone completion dates and the significance of the overall construction programme to interface sub-contractors.
2.8 Delay and disruption schedules.
3. Extension of Time
3.1 A contractor’s entitlement to extensions of time.
3.2 A proactive in lieu of reactive approach to construction programming.
3.3 Tools and techniques of construction programming, including recent automation developments in this field.
3.4 Dealing with impacts to the original contract baseline.
3.5 Definition and utilisation of float.
2.9 Delays after the completion date or extended completion date.
2.10 Revisions and approvals of the construction programme.
2.11 Liquidated damages and/or penalties.
2.12 Contractor’s programme showing early completion.
4. Change Management
4.1 Variation and change.
4.2 Effective and ineffective change management techniques.
4.3 Controlling variations with recourse to contract mechanisms.
4.4 Objective methods of precise record keeping with a view to dispute mitigation.
5. Disruption & Acceleration
5.1 Defining acceleration.
5.2 Who has the option of initiating acceleration?
5.3 Rescheduling and out of sequence working.
5.4 Methods of evaluation of loss of productivity.
5.5 Problems with evaluation by comparison of productivity.
5.6 Comparison of actual costs with allowance in tender.
5.7 Assessed percentage addition on disrupted work.
6.1 Preparation and compilation of claims.
6.2 Claims procedure and time barring.
6.3 Evaluation of claims for extension of time, delay and disruption.
6.4 Cost of preparing the claim.
6.5 Quantum meruit.
6.6 Counter claims.
6.7 Avoidance, resolution and settlement of disputes.
As is the case with all BCA seminars, this workshop will be:
Current and topical.
Practical with the integrated use of relevant case studies.
Presented by presenters of the highest standing and expertise in their respective industries.
Feedback from Delegates who have already attended this course:
• “An absolutely excellent seminar. I thoroughly enjoyed it and learnt so much from it. Thank you very much. Keep up the excellent work !” – M&R April 2007
• Thanks for a great seminar – a number of Aha moments during the two days !
• “The course was excellent in terms of giving us insight into delays and their associated claims and extension of time. Thank you, I have learnt a lot”
• “The seminar was worth every moment and practical examples have been eye opening”
• I found the course very relevant to our business. Very informative and enlightening”
• “Excellent discussion & Insights”