2. PgMO - Project Control Manager, MBA, B.Sc. of Civil engineering – Ain Shams
University, with experience in MENA region of (construction, infrastructure, and roads)
Mega projects, in professions of Contract administration, Procurement, Tender estimating,
Cost control, Planning & Claim analysis.
Certificates & Memberships: MBA, PMP, ACIArb, AIA Fellow, SCE-PE, SFC, FIDIC
Contracts Consultant & Certified Negotiation Associate
M.M. Arranged Three Annual Conferences of Planning and Project Management
(Anniversary of Facebook Page: Prof.Planner)- American University in Cairo, Aug. 2014,
2015 & Online Sep. 2017.
Other accounts:
SlideShare: www.slideshare.net/MohamedMaged8/
YouTube Channel: https://www.youtube.com/ArabPlanners.
(related groups: Best Advice for Planners/ Cost/ Contract – Public groups)
2
Mohamed Maged:
4. 4
تأخير يحدث متى؟
WHAT IS DELAY?
• DELAY is an act or event that extends the time
required to perform tasks or activities under a
Contract . It is usually reflected as additional days of
work or as delayed start of activities.
• DELAY May or may not include change(s) in the
scope of work of activity(s) or the Contract.
9. 9
2-المكتسبة القيمة مؤشر(SPI)
•ماهيEVM؟المكتساب القيما طرياق عان االاارل هي(earned value management)تبتماا وهاي
ي المث المقارن عapple to apple، والو التك هرق حال هيا ومبااالتالو هيكالتالي:
BCWS: budget cost of work scheduled= planned value
BCWP: budget cost of work performed = earned value
Schedule performance index (SPI)= EV/PV
(SPI>1: ahead of schedule & SPI<1: behind schedule)
BAC: budget cost at completion= total budget of project
•مانسب هيperformance, scheduled %؟تببر النسب ه ه
ي ي كما المكتسب قيم ل طبقا ي ب وال المخطط عن:
Scheduled % = (PV) / (BAC)
Performance % = earned value (EV) / (BAC)
Planned Vs Actual
10. 10
(TF vs SPI)
Shortage in Each:
1- Availability of resources and resource
usage in remaining works can affect the
rationality of the total float specially if
many paths overlapped in the remaining
duration.
2- Out of sequence can disturb the results
of EVM schedule factors specially if the
progress of critical path is different.
12. 12
3-الحرج المسار منطق(Critical Path)
A
B
C
D
F
Dependency Determination. Logical Relationship/ mathematical analysis:
Successor Activity. that logically comes after Vs Predecessor.
Mandatory Dependency. contractually required or inherent in the nature of the work. Hard
Logic.
Discretionary Dependency. based on knowledge of best practices, Preferred Logic. Soft
Logic.
External Dependency. A relationship with non-project activities.
Applying Lag. a successor activity waiting Vs Lead (-ve lag).
18. 18 التأخير معالجة
There are two techniques to compress a programme:
1- Crashing: Done by selectively crashing specific activities to shorten project duration
(increase resources – refer to duration equation).
2- Fast-tracking: Done by re-sequence the logic and overlap activities can be done in the
same time.
3- Merge and do both together.
Compression approaches
جدا هاماالجراءات متابعة التصحيحية الخطط فيالمتخذةسواءاكانتتشمل
االدارة عناصر ادراج فينبغى مثال أوالموارد الالزمة التجهيزات عمل
بالفرق مقسمة الموارد وجميع واالشراف(ومواد ومعدات عمالة)أو ،
ك التأكد يتم بحيث التنفيذ طريقة أو العمل بتسلسل خاصة اجراءاتمن فترة ل
ال أم أخرى إجراءات اتخاذ مطلوب وهل فاعليتها لقياس الخطة فاعلية.
19. 19 تحليل طرقالتأخير
Prospective Delay Analysis:
Analysis of facts associated with delay events during
construction of a project and the estimation of their effect upon
the planned completion date of a project. (Interim Extension of
Time)
Retrospective Delay Analysis:
Analysis of facts associated with delay events after completion
of the construction period of a project. (Final Extension of Time)
20. 20 التأخير؟ لتحليل طريقة كل تستخدم متى
Guidance Section 4
4.13 The table below summarises the types of analysis that can be conducted depending on
the types of factual material available. An ‘X’ indicates the factual material that is required for
a particular analysis, but in some cases there are alternatives, as indicated in the table:
22. 22 المتزامن التأخيرConcurrent
واالحداثالمشروع نهاية تاريخ بعد
1.4.8 Where an Employer Risk Event occurs after the contract completion date, in
a situation where failure to complete by the contract completion date has been
caused by Contractor Delays, the principle set out in Section 1.4.7 above should
apply, except where the Employer Risk Event is a noncompensable Employer Risk
Event (Neutral). In such an event, no EOT (or compensation) should be due.
Where an EOT is due after the contract completion date, the Employer Risk Event
does not exonerate the Contractor for all its delays prior to the Employer Risk Event
occurring. The effect of the Employer Risk Event should be assessed as described
above and any EOT found due should simply be added to the contract
completion date.
1.4.7 Where Employer Risk Events and Contractor Risk Events occur sequentially but
have concurrent effects, here again any Contractor Delay should not reduce the
amount of EOT due to the Contractor as a result of the Employer Delay.