Seeking assistance re: Project Recovery

Assuming you are working for a contractor who is in turn working for the client.



You will need a method of measuring progress for each of the activities on your plan. Thereafter there are two ways of treating the 'events' that have hindered your project.



1. Seek approval from the client for a change control to your schedule and re-baseline with new durations and activities due to client instructed changes to scope, quality etc.



2. Disregard any changes that are not subject to client authorised change control to your schedule. These changes may be due to inclement weather, re-work or for other reasons deemed at the contractor's risk. Status your schedule using your methods of measuring progress.



The first way is a bit of a get out of jail free card if the client will accept responsibility for their impact on your schedule. Often they will not and want you to deliver significant more scope in the same duration. You will then be able to cover a host of indescretions if you can re-baseline.



If you get an opportunity to re-baseline I would advise you include future schedule risk due to weather etc within your activities as a bit of hidden float. You can always produce a recovery schedule, considering changing the logic, increasing resource allocation to reduce duration, running activities in parallel etc, which will get you back on track. Again include a sensible level of float across your activities.



Often delay events are so unpredictable they cannot be scheduled. Other tricks are to include activities for client activities such as method statement approval or the issue of permits. This will make it more transparently obvious when they delay you and may give you leverage.  

Assuming you are working for a contractor who is in turn working for the client.



You will need a method of measuring progress for each of the activities on your plan. Thereafter there are two ways of treating the 'events' that have hindered your project.



1. Seek approval from the client for a change control to your schedule and re-baseline with new durations and activities due to client instructed changes to scope, quality etc.



2. Disregard any changes that are not subject to client authorised change control to your schedule. These changes may be due to inclement weather, re-work or for other reasons deemed at the contractor's risk. Status your schedule using your methods of measuring progress.



The first way is a bit of a get out of jail free card if the client will accept responsibility for their impact on your schedule. Often they will not and want you to deliver significant more scope in the same duration. You will then be able to cover a host of indescretions if you can re-baseline.



If you get an opportunity to re-baseline I would advise you include future schedule risk due to weather etc within your activities as a bit of hidden float. You can always produce a recovery schedule, considering changing the logic, increasing resource allocation to reduce duration, running activities in parallel etc, which will get you back on track. Again include a sensible level of float across your activities.



Often delay events are so unpredictable they cannot be scheduled. Other tricks are to include activities for client activities such as method statement approval or the issue of permits. This will make it more transparently obvious when they delay you and may give you leverage.