Extension of time (E.O.T) By Ahmed Ibarhim
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The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Extension of time (E.O.T) By Ahmed Ibarhim
- 1. EXTENSION OF TIME (E.O.T) By: Ahmed Ibrahim,PMP,PMI- RMP,MSc,TOT 1
- 2. Professionalengineer Presentation Objectives Extension of Time Definition EOT Triggers Contractual Completion Date(s) Primary components Schedule Integrity Documentation of Causation Responsibility Assignment Concurrency of Delays Schedule Analysis Presentation is Everything! Recap 2
- 3. Professionalengineer Extension of Time Definition “Is a time which reimbursed by one of the contract sides to the other as compensation for project events and conditions, prevented that side from execute portion of project work .” 3
- 4. Professionalengineer EOT Triggers 1. An Event Occurred or Will Occur that Causes Delay 2. 3 Possible EOT Event Types: – Owner driven events or risk’s (Time & money) – Neutral events – risk shared (Time only) – Concurrent events-risk allocated (Time only) 3. Causes Delay to the Critical Path. 4
- 5. Professionalengineer Contractual Completion Date(s) Types of Contractual Completion Dates: – „Practical Completion‟ Date – „Substantial Completion‟ Date – „Mechanical Completion‟ Date – „Handover‟ Date – „Separable Portion‟ Date May apply to a Section, or the Entire Project – Each Section is treated separately – Multiple EOT Claims May Apply 5
- 6. Professionalengineer Primary components E.O.T Claims Solid Schedule Critical Path Delay Causation Documentation Responsibility assignments Analysis technique Packaging 6
- 7. Professionalengineer Schedule Integrity No Open Ends Limited Constraints All Scope Captured Majority of Relationships Types: FS No Large Lags: “Float Realistic” No Redundant Logic Relationships Critical Path Makes Sense Critical Path is Continuous “Longest Path” Filter Confirmation 7
- 8. Professionalengineer Schedule Integrity Obligation of Both the Owner and Contractor Contract Must State Schedule Requirements Updating Must not Stop after Baseline is Accepted Schedule Updates Are Contractual Too! 8
- 9. Professionalengineer Schedule Integrity: How do you Know? Ask for the Electronic Version (Not a PDF)…XER Run a Schedule Diagnostic on Baseline & Updates Primavera: “Schedule Log” and “Claim Digger” Others: Acumen “Fuse”, “Schedule Analyzer Pro” , ”XER toolkit” Also look for.. – Added and/or Deleted Activities – Increase or Decrease in OD – Calendar Changes – Schedule Calculation Changes – 9
- 11. Professionalengineer Schedule Integrity: Diagnostic Tools "Claim Digger” 11
- 12. Professionalengineer Schedule Integrity: Diagnostic Tools “XER Toolkit” 12
- 13. Professionalengineer Documentation of Causation 1st: Demonstrate Cause (Documentation) 2nd: Demonstrate Effect (Schedule Analysis) The 3 „R’s – Records, Records, and Records Record Type Important but Record Content is A Key! 13
- 14. Professionalengineer Documentation of Causation: Record Types Letters and Emails RFI’s Hold Registers Transmittal Logs Progress photographs Variation Notices Daily Field Reports Weekly Progress Reports Meeting Minutes Drawing Revision Logs 14
- 15. Professionalengineer Documentation of Causation: Record Content Instructions given & received Conflicts in plans/specifications Weather conditions: Not Just Rain Work Stoppage: Time Stopped and Why Subcontractors Equipment Type Utilized and Number Daily Activity of Staff Specific Location: Zone Number, Area…etc Delays Encountered: Specific Activity Material Shortages Create a Standardized Daily Report Form 15
- 16. Professionalengineer Documentation of Causation: Delay Examples Weather 1-We can not continue in excavation 2-We can not pouring the – ready mix concrete 16
- 17. Professionalengineer Documentation of Causation: Delay Examples Equipment & Material Problems 1-excavation hydraulic pipe broken again 2-Power generator is down again 17
- 18. Professionalengineer Documentation of Causation: Delay Examples Design issues Environmental Site accidents 18
- 19. Professionalengineer Responsibility Assignment What Does the Contract Say? – Owner Caused Delays – Force Majeure Delays – Neutral Delays-Weather – Non-Excusable Delays 19
- 20. Professionalengineer Concurrent Delay – Requirements… Two or more delays during the “same” time Delays unrelated and independent Must delay the critical path Responsibility of different parties Each party bears its own expenses for that delay Substantial and not easily curable 20
- 21. Professionalengineer Concurrency: Net Affect Matrix Delay event Concurrent with Net effect Owner delay Another delay by owner xxx Owner delay Another delay by owner xxxx Contractor delay Force majeure delay xx Contractor delay Another contractor delay xxxxxx 21
- 22. Professionalengineer Schedule Analysis: 1.As-Planned vs. As-Built 2.Windows Analysis 3.TIA 22
- 23. Professionalengineer As-Planned vs. As-Built Comparison of start/finish dates between two schedule updates Purely mathematical-Variance between dates 23
- 24. Professionalengineer As-Planned vs. As-Built When should it be used? -Limited time and money -No electronic schedules -Inadequate schedule logic 24
- 25. Professionalengineer As-Planned vs. As-Built Not Good For: – Concurrent delays or acceleration – Critical path changes between updates – Multiple critical or near-critical paths per update – Recovering extended overhead costs – Arbitration or Litigation 25
- 26. Professionalengineer As-Planned vs. As-Built Pros: – Easy to understand, explain, and graphically depict – Technically simple to perform Data Required: – Baseline schedule – As-built schedule 26
- 27. Professionalengineer Windows Analysis Quantify loss or gain of time along a float path Loss and gains tallied by window A “window” is the time period framed between two revisions: • The as-planned schedule for the beginning of the window • The as-built schedule for the end of the window As- Planned As- Built 27
- 29. Professionalengineer Windows Analysis When Should the Schedule Analysis Method be Used? – Complex schedules with large critical paths – Very high delay damages – Concurrent delays – Client has the time and budget – Need graphical depiction of concurrency What does the Schedule Analysis Method Best Prove? – Excusable non-compensable delay – Excusable compensable delay – Concurrent delay 29
- 30. Professionalengineer Impacted As-Planned (TIA) Insertion of impact activities into a baseline or update schedule Integrated into the network logic before, in- between, or after the activity it affected Additive model that simulates the possible effect of actual delay events to the schedule completion date Comparison of IAP schedule and succeeding update to determine possible acceleration or non-excusable delays Comparison of IAP schedule and planned schedule to determine time extension 30
- 33. Professionalengineer Presentation 1. Attach Source Documentation 2. Graphical Representation • Schedule Updates: Prior to Impact and After Impact • Critical Path in Gantt Chart Format with Logic • Concurrency 3. Write Up • Keep it Short and Sweet (Ishikawa , Pareto and time lines) • Explanation of Impact Event: Timing , Activities , Duration 33
- 34. Professionalengineer Presentation 4. Cost Impact • Stand-By Costs of Equipment and Staff Affected • Don't Claim Costs on Staff That Were Working! 5. Executive Summary at the Beginning 6. Submit Once Impact Event Is Known 7. Submit Again Once Full Impact Understood 34
- 35. Professionalengineer Ishikawa example Management process and Procedure Too much process and unneeded procedure activities which take more time All major and minor decisions by PM only Q u a l I t y C o n t r o l P r o c e PM staff came very late to project Material submittals take unusual review time Shop drawing submittals take unusual review time Open R.F.Is which hold much works Delay in issuing (L.O.Is) Poor Coordination Management Hold Critical schedule work areas Salco work with site premises
- 36. Professionalengineer Pareto Chart-(20/80)Rule 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0 10 20 30 40 50 60 70 80 90 100 Material submittals review>15days Shop drawing review >15days General Project Submittals Issuing LOIs Open RFIs Exceeding project specifications Pareto Chart-(20/80)Rule OCCURRENCES CUMULATIVE PERCENT
- 37. Professionalengineer Summary • Documentation is Key: Content Must be Consistent • Schedules Must Be Sound and Accurate • Don't Ignore Updates • Choose Your Technique Wisely • Consider Concurrency • Present Claim as a Concise Package • Don't Throw the Kitchen Sink into the Claim • Resolution time sure will be near to your EOT issue 37