While the endeavour of Phoenix shall be to make sure the Project is implemented on time and as per the agreed Schedule, a delay might occur in the Project due to contractors or reasons beyond control. In such a scenario, the delays need to be captured in the system such that the Schedule gets updated with the delays & suitable catch possibilities.
The GC shall endeavour to do a catch-up program such that the delays can be mitigated to the maximum extent possible. Any delays in the Project shall have to be approved by way of a variation order duly approved. Refer Variation order section for authority delegated to various people for approving the delays.
Our endeavour should always be to avoid delays rather than mitigating delays. The GM’s primary responsibility shall be solely focussed on ensuring delays don’t happen and looking ahead enough so that risks are identified to the GC and resolved before they manifest themselves into a delay.
Despite the best efforts, should delay happen, it is pertinent to capture the delays when they occur, along with their root cause. A periodical assessment on a monthly basis or an event is obligatory to track the project's health. A too frequent analysis is also wrong as it would consume lots of administrative time and short-term outlook towards the Schedule. Too large a gap between two evaluations would also lead to loss of reliable data for evaluation. We must have a monthly statement on progress and identify any claims on delay and notification of potential delays to initiate preventative/early corrective actions. All delays will be critically evaluated as to why this could not have been assessed and prevented and the GMs and GC will be jointly responsible for inability to forecast the delay and take corrective actions in time.
Rule 7.5
The following process shall be adopted for delays during execution (Rule 7.5)
- From the schedule point of view, we shall have a Base schedule, and we shall have an updated Mitigation schedule. The Base schedule is the Schedule as agreed in the Contract as the Master Schedule detailed further after the kick-off meeting and uploaded in the system as the Base Schedule. The Mitigation schedule shall be done periodically as versions.
- Every Project shall maintain a logbook of delays noticed in the weekly review meetings and do a monthly delay analysis data with causes and actions initiated. This shall be maintained by the GC office and signed off by the Construction Manager.
- Every delay should not be adjusted in the Mitigation schedule immediately. They should be done every month to start with and over a more extended relevant period, say quarterly over period of time.
- Every month initially (quarterly over period), the GC and GM office shall evaluate the project's progress & productivity of labour and equipment, using delay logs, monthly delay analysis data and make a catch-up program to mitigate the delays.
- The mitigation schedule should be updated once in a month (eventually on quarterly basis) by resorting to crunching and exploring catch up possibilities. Only the net result can impact the new version of the Mitigation schedule. Such net delay should be established and agreed as either Contractor lead delays or Client lead delay s and documented.
- The delays need to be properly classified as to delay due to delay in client supplied items, delays due to NSC appointment, delay due to delay in engineering (shop drawing, mock up approval), delays due to mechanical failures, delays due manpower unavailability, and delays due to productivity loss etc.
- Should there be delays, which cannot be mitigated despite all the efforts including exploring acceleration program, the delays need to be formally notified by the GC with revised Schedule, the reasons for the delays, measures taken to mitigate them and the agency responsible for the delay, through a formal submission seeking an extension of time & claim for client assessment and approval.
- The GC shall create a delay report in the ERP attaching the revised Schedule (mitigation Schedule) and the information mentioned above.
- The GM office will validate and approve the report.
- On approval, the Schedule will get duly amended with the changes in dates and the system will produce a report comparing the original dates as per the Master schedule/Base Schedule and revised dates as per the recently updated Schedule (Mitigation Schedule).
- No delay report can be approved unless the same is approved through R&R / variation order.
- Any delay attributable to Phoenix will entail additional time for the GC with cost attributable the delays mostly in the form of time-based Preliminaries and delays attributable to GC will be considered as delays by the Contractor at their cost.
- The delay report should clearly establish the reasons for the delay and to whose account the same is attributable to.
- Care should be taken to make sure the GC brings the delays to the notice of GM at the earliest point of establishment of an event has occurred or comes to their knowledge by capturing the same in the weekly delay logs and monthly reports, even if the same is not captured yet by way of delay report to avoid any possibility of the GC camouflaging the delays attributable to GC under a larger event attributable to Phoenix to be occurring later.
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