88 Delay Analysis Using CPM Schedules

provide viable and cost-effective software for each type of Project. Some of the
more popular construction software applications on the market today are pro-
duced by Primavera Systems, Inc., and Microsoft Corporation. Other competi-
tive software is available, but the majority of the current construction Projects
utilize these software applications.
No matter how powerful the software becomes, the capabilities of the user
are still the most important ingredient in using scheduling software as an effec-
tive management tool. As a result, no matter what software is chosen, the Project
Manager must be aware of the different scheduling capabilities and options for
each software because selecting or unselecting particular options can mean a
world of difference in how the software mathematically forecasts the plan to
complete the Project.
As with creating and updating a schedule, an analyst must have a familiar-
ity with scheduling terminology and be able to accurately interpret the data
and results displayed by the schedule. It is also necessary that the analyst be
familiar with the specific software used to create and update the schedules,
given the different scheduling options available in each software package.
However, no matter what software was used to manage the Project sched-
ule, the basic principles of analyzing a Project for delays and improvements
remain the same.
Once an analyst has familiarized herself with the software used to manage
the Project schedule, the analyst should gather all of the Contractors schedules
throughout the duration of the Projectthe as-planned schedule and all subse-
quent schedule updates. If possible, the analyst should get electronic copies,
a copy of the computer file, for each of the schedules. Electronic copies allow
the analyst to access all of the activity and Project data contained within the
schedules, whereas hard copies or paper copies only allow the analyst to view
the information that is available on the printout. Hard copy printouts can be
easily manipulated to show only the information the hard copy provider wants
the analyst to see, and they often lack information (logic ties, relationship lags,
scheduling options) that is vital to determine what the contractors contempora-
neous plan was for completing the Project.
For the remainder of this chapter, the explanations will be based on the
assumption that the analyst has electronic copies of all of the Project schedules.
Because Primavera software is the most widely used software in the industry,
terminology from Primavera scheduling software is used.
As previously stated, an analyst should strive to use all of the Project sched-
ules that were used to manage the Project to quantify Project delays and improve-
ments. Project delays and improvements between schedule updates should be
separated into two classifications: (1) delays and improvements due to work
progress or lack of work progress, and (2) delays and improvements due to
revisions to the Project schedule. Quite often, these two types of delays and
improvements are merged and, as a result, provide an inaccurate analysis of what
is delaying or improving the Project. Despite common belief, work progress