Delay Analysis Methodology

Time Impact Analysis

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Disclaimer
Information contained within this presentation is for education purposes
only. How a programme or schedule is built, maintained and managed is
the responsibility of the owning organisation. Focus Planning Ltd
accepted no responsibility for changes made to programmes or
schedules which are altered as a result of reading slides contained within
this presentation. The configuration and settings of computer software
are the responsibility of the license holders and Focus Planning Ltd
accept no liability for the configuration used by the license holder.

What is Time Impact

Analysis?
Time Impact Analysis is a method of calculating the delay to a project
based on the delay to project completion and was developed by
MDCSystemsLtd. It is normally associated with being a best practice
method for assessing a single delay on the critical path of a project
schedule that is in progress.
The analysis looks to compare the schedule pre-delay to the schedule
with the delay included. It looks to calculate the duration variance
between the two schedules to provide the contractor with a basis for
estimating the delay impact.
Time Impact Analysis is best used to calculate delays looking forward
rather than back, other methods such as As-Built But-For (ABBF) can
be more accurate for calculating retrospective delay. (See
http://www.slideshare.net/AdamGarnham/delay-analysis-methodology-asb
uilt-butfor-variation-in-p6
)
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Process Steps
In order to successfully identify the delay the following steps
should be followed;

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Step 1: Determine the Baseline

Schedule
The first step in completing a TIA is to
determine the correct baseline schedule to
judge the delay against. Most construction
contracts will contain clauses relating to the
agreed or confirmed baseline, although this
is often an implied rather than regimented
factor. Whatever contract mechanics are in
place the Contractor should look to determine
the correct baseline to use for the analysis and
to review the baseline to ensure it is
reasonable for the project.
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Step 2: Determine As-Built data

source
This would normally be the updated
schedule but again contractually it is
important to agree what schedule version to
use. Contracts such as NEC determine the
schedule as the Accepted Programme. The
mechanics of which schedule to use will be
determined usually by the contract in place.
Once this has been agreed, assign the
baseline from Step 1 to this project in P6.
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Step 3: Decide on the TIA date

This is the date you believe the delays commenced and the start date for your
delay fragnet in the next few steps. This will normally be advised by the parties on
site, for example; a TIA is being produced for the demolition of a building being
delayed, the delay was due to the ball & crane not arriving on site, so the TIA
fragnet start date would be the day the crane was planned to arrive as per the as
built data source (from Step 2)
Once agreed, some planners prefer to add this date as a milestone in the schedule
to help the project stakeholders get a graphical representation of the TIA period as
below.

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Step 4: Model delay using fragnet

At this stage we will look to model the delay according to the logic
and duration decided by the project team. This is the basis for the
claim. To do this create a copy of the schedule and enter the
delay as a new activity/s and logically link to the successors on
the critical path according to the build process. Do not reschedule
yet the purpose of the fragnet at this stage is to confirm the
delay logic and relationship to the current programme for
acceptance.

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Step 4: Model delay using fragnet

Once the fragnet has been entered and confirmed by the
planner this will need communicating to the project team to
allow them to comment on the logic and placement of the
delay. Once all are in agreement and acceptance with the
fragnet detail this will need to be kept aside ready for Step 5.

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Step 5: Merge fragnet with current

schedule
Now the fragnet has been accepted by the project team it will need
incorporating in to the current schedule.
Going back to the current schedule take a new baseline to record the
dates per-fragnet. This baseline is for records purposes and does not
need assigning at this stage.
Now using the accepted fragnet, enter the delay activities in to the
current programme with the logic as agreed and link to the effected
successors in the schedule.
Now reduce the delay activities durations to zero days and reschedule the project. The Project Completion date should still remain
the same as the new activities have zero duration. As we assigned the
baseline in Step 2 you can check this is the case by adding the
baseline bars in the Gantt Chart or by adding the Variance BL Project
Finish Date column to the activity table (value should be zero)
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Step 6: Update Delay Durations

Now the fragnet has been entered it is time to enter the delay
durations against the delay activities.
To do this enter the duration against the activities in the original
duration field this should then be mirrored in the remaining and at
completion duration fields.
Re-schedule and you will see the bars from the fragnet increase and
the remaining activities push out moving the project completion date.

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Step 7: Review Results

Note the variance to the Project Completion milestone. This variance
is important in calculating the cost impact when applying for
damages, for example; delay causing another week on site is another
week of paying for staff, prelims, road-closure, etc.
The variance is also quantified in the Variance BL Project Finish Date
column we added to the activity table earlier.
It is important at this stage to ensure the impact on project
completion is measured according to the contract terms. For example
the contract may specify calendar days in which case the delay
should also be communicated as calendar days and so on.

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Step 8: Enter Delay Actuals

The final step is to enter the Delay actual dates. If this is a calculation
of an upcoming delay there will be no actual dates on the delay
activities and the results from Step 7 should be communicated.
If this is an ongoing delay the actual delay start date should come
from the last schedule update. In order to enter these you will need
to assess when the successor to the delay becomes critical. As you
will remember from Critical Path Analysis the activity becomes critical
at the late start date, so the delay start date will be the successor
original late start date + 1day. Mark this date as the delay start date
and reschedule.
For
more
information
on
Critical
Path
Analysis
see;
http://www.slideshare.net/AdamGarnham/guide-to-the-critical-path-and
-critical-path-analysis

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Step 9: Communicate the TIA

Now you can communicate the completed TIA to the project and
commercial teams ready for a cost analysis process to take place.
As well as displaying the Gantt Chart, the following columns can also
be helpful in communicating the delays;
BL Project Start the original planned start date for activities
BL Project Finish the original planned finish date for activities
Start the new start date with the delay included
Finish the new finish date with the delay included
Actual Start the actual start date with the delay included
Actual Finish the actual finish date with the delay included
Variance BL Project Finish Date the variance in Finish dates
between the original planned finish and the delay included finish.

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