quan ly xay dung nguyen duy long ch12 delay claims cuuduongthancong com

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 Các khái niệm và định nghĩa

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CÁC

NGHĨA

Concepts and Definitions

Các

 Điều kiện công trường khác

 Thiết kế sai hay thiếu sót

 Thay đổi trong các yêu cầu của chủ

đầu tư

 Điều kiện thời tiết bất thường

 Các điều kiện bất khả kháng

 Các yếu tố linh tinh

cuu duong than cong com

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Chậm trễ nối tiếp (serial delays)

Chậm trễ đồng thời (concurrent delays)

Các

Các loại chậm trễ

Chậm trễ không thể tha thứ (inexcusable

delays)

Chậm trễ có thể tha thứ (excusable delays)

Chậm trễ có thế đền bù (compensable delays)

Chậm trễ không thể đền bù (non- compensable delays)cuu duong than cong com

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Phân loại

chậm trễ

Bên thứ ba Khả năng bồi

thường

Không thể tha thứ

Có thể tha thứ

Có thể bồi thường Không thể

Không thể bồi thường Điểm thời

Không đồng thời Đồng thời

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PHÂN

Delay Analysis Methods

 Phân tích cửa sổ (window analysis)

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Kế hoạch hoạch vs vs thực thực tế tế: : C Các ác bước bước

1 Chuẩn bị hay phục hồn tiến độ kế

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Kế hoạch hoạch vs vs thực thực tế tế : : Các Các bước bước

7 Nếu chậm trễ do chủ đầu tư > chậm

trễ do nhà thầu (nếu không thì thay

hế “ hà hầ ” h “ hủ đầ ”)

thế “nhà thầu” cho “chủ đầu tư”):

a Chậm trễ đồng thời do cả hai bên chịu trách nhiệm = chậm trễ của nhà thầu

b Chủ đầu tư chịu trách nhiệm cho chậm trễ do chủ đầu tư – chậm trễ của nhà thầu.

 Thêm tấc cả các chậm trễ gây ra bởi

một bên vào tiến độ kế hoạch để xác định tổng chậm trễ gây ra bởi bên đó

 Tiến độ sử dụng: kế hoạch

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Kế

Kế hoạch hoạch bị bị tác tác động động: : Các Các bước bước

1 Chuẩn bị hay phục hồi tiến độ kế

hoạch

2 Xá đị h à đị h l á th đổi

2 Xác định và định lượng các thay đổi

và chậm trễ do bên kia.

3 Thêm các chậm trễ của bên kia vào

tiến độ kế hoạch như các công tác mới với thời gian và các quan hệ

4 Tính tiến độ kế hoạch bị tác động.

5 Tính chậm trễ do bên kia ngà

5 Tính chậm trễ do bên kia = ngày

hoàn thành của tiến độ bị tác động – ngày hoàn thành theo tiến độ kế hoạch.

Thực

 Rút các chậm trễ do bên kia từ tiến độ

thực tế để xem tiến độ sẽ ra sao nếu không có các chậm trễ do bên kia

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Thực tế tế bị bị ““tháo tháo sụp sụp”: ”: Các Các bước bước

1 Chuẩn bị hay phục hồi tiến độ thực tế.

4 Tính chậm trễ do bên kia = Ngày

hoàn thành thực tế – ngày hoàn thành thực tế bị tháo sụp cuối cùng.

Phân

 Chia tiến độ kế hoạch thành nhiều “cửa

sổ” thời gian và gán các chậm trễ trong

khung thời gian đó cho các bên chịu trách nhiệm.

 Xem mỗi cửa sổ của dự án dưới quan

điểm thông tin mà các bên có khi chậm trễ đã xảy ra.

 Tiến độ sử dụng: tiến độ kế hoạch

 Thông tin khác: các tiến độ cập nhật định

kỳ hay các tài liệu dự án khác chỉ tiến triễn dự án hay chậm trễ.

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Phân

1 Chuẩn bị hay phục hồi tiến độ kế hoạch.

2 Chọn thời gian cửa sổ có ý nghĩa ọ g ý g

3 Thêm tiến triễn thực tế và tất cả các chậm

trễ xảy ra trong thời gian cửa sổ đầu tiên.

4 Tính tiến độ đã cập nhật.

5 Tính các chậm trễ không thể tha thứ, có thể

tha thứ không bồi thương, và có thể tha thứ bồi thường đã xãy ra trong cửa sổ đó

bồi thường đã xãy ra trong cửa sổ đó.

6 Lặp lại các bước 3-5 cho tất cả các của sổ,

dùng tiến độ được cập nhật là cơ sở cho mỗi lần tính

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Project Description: one-story house with garage, in which the garage shares a wall

with the house

Activities necessary to build the house:

HOUSE

• Activity 1: Excavation

• Activity 2: Foundation

• Activity 3: Joining Walls

• Activity 4: House Walls

• Activity 5: House Roof

• Activity 6: Select Finishes

21

• Activity 7: Interior Finishes

• Activity 8: Clean Up

GARAGE

• Activity 9: Fabrication & Delivery of Garage Door

• Activity 10: Garage Walls

• Activity 11: Garage Roof

The critical path

encompasses all the

house activities (red

bars)

Th ti iti

The garage activities

have 3 weeks of float

Nguồn: Phỏng theo Stumpf

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◦ House Walls: Two weeks after the beginning of this activity the contractor had

to stop the work (owner decided to change the windows specified in the original p ( g p g

design) The owner took 2 weeks to decide that the original windows were

suitable, after all.

◦ House and Garage Walls: The framing sub-contractor had financial problems

and abandoned the job after working for 2 weeks on the house and garage walls

(contractor took 3 weeks to hire a new framing sub-contractor).

◦ Garage Doors: Contractor took 4 weeks longer than planned to order the

garage doors (week #11, instead of week #7)

◦ Select Finishes: Owner took 6 weeks longer than intended to select finishes

(end of week #18, instead of at the end of week #12, as planned).

◦ Interior Finishes: The contractor took 2 weeks longer than planned to



24

complete the interior finishes, due to lack of material.

◦ Garage Walls: The contractor took 1 week longer than planned to complete the

garage walls.

◦ Garage Doors: When the garage doors were delivered, at the end of week 17,

the owner changed his mind and decided to use different doors The new doors

took 4 weeks to be delivered.

Nguồn: Phỏng theo Stumpf (2000)

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Activity Delay Description Type of

Delay (weeks) Time

4 & 10 – House &

25

Tình

 As-Built Schedule

The as-built schedule

represents the schedule

at the end of the project

Shows the real project

duration and the effective

start and end date of all

the activities

The as-built duration of

the project was 24 weeks

rather than the 16 weeks

planned duration

Nguồn: Phỏng theo Stumpf (2000)

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 As-Planned versus As-Built Method - RESULTS

Owner-Caused Delays

TOTAL 15 weeks Contractor-Caused Delays

Interior Finishes (increased duration of interior finishes) 2 weeks

28

TOTAL 10 weeks Allocation of Delays

Both parties were responsible for at least 10 weeks of delay Thus, there was a concurrent delay of 10 weeks

The owner was responsible for 5 weeks of delay (15 – 10 = 5 weeks)

The project total delay was 8 weeks Therefore, the contractor is responsible for the remaining balance of 3 weeks (8 weeks – 5

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 Impacted As-Planned Method

◦ Impacted As-Planned with Owner-Caused Delays

The contactor or his analyst adds the owner-caused delays (Excusable Compensable delays) to the as-planned schedule to assess their impacts in the overall project and determine the contactor’s compensation

Summary of Owner-Caused Delays

29

Excavation (unforeseen rock) 3 weeks

House Walls (windows reconsideration) 2 weeks

Select Finishes (late selection of interior finishes) 6 weeks

Garage Doors (revise garage doors) 4 weeks

Tình

 Impacted As-Planned Method with Owner-Caused Delays

 As-planned end date: 16 weeks; p

impacted as-planned with owner

caused delays end date: 22

weeks

 The owner is responsible for 6

weeks of excusable

compensable (EC) delays

 The contractor is liable for the

remaining difference between the

as-built schedule end date and

the impacted as-planned

the impacted as planned

schedule end date (24-22 = 2

weeks)

 The contractor is responsible for

liquidated damages for a

2-week period

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 Impacted As-Planned Method

◦ Impacted As-Planned with Contractor-Caused Delays

The owner or his analyst adds the contractor-caused delays (Non-Excusable delays) to the as-planned

schedule to assess their impacts in the overall project and determine the owner’s compensation

Summary of Contractor-Caused Delays

House and Garage Walls (framing sub-contractor replacement) 3 weeks

32

Garage Doors (late order of the garage door) 4 weeks

Garage Walls (extended duration of the garage walls) 1 week

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 Impacted As-Planned Method with Contractor-Caused Delays

 As-planned end date: 16 weeks;

impacted as-planned with

contractor caused delays end

date: 21 weeks

 The contractor is responsible

for 5 weeks of non-excusable

delays, having to pay liquidated

damages for this period

 Comparing the as-built

schedule with the impacted

as-33

pplanned schedule, there is a

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Tình

 Impacted As-Planned Method - RESULTS

Impacted As-Planned with Owner Delays

6 weeks – Excusable Compensable delay

2 weeks – Non-Excusable delay

Impacted As-Planned with Contractor Delays

35

Tình

 Collapsed As-Built Method

◦ Collapsed As-Built But-For Owner-Caused Delays

Remove the owner-caused delays that affect the critical path from the as-built schedule The result will be the

schedule that the contractor believes could have been accomplished if the owner delays had not occurred

The delays are removed one at a time, and the schedule is run to reflect the current critical path

Summary of Owner-Caused Delays

36

House Walls (windows reconsideration) 2 weeksSelect Finishes (late selection of interior finishes) 6 weeksGarage Doors (revise garage doors) 4 weeks

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 Collapsed As-Built Method But-For Owner-Caused Delays

 Total duration of the

collapsed schedule is 21

weeks

 This is the project duration

that the contractor could have

achieved but-for

owner-caused delays

 The owner is responsible for

the difference between the

as-built end date and the

collapsed as-built end date

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Tình

 Collapsed As-Built Method

◦ Collapsed As-Built But-For Contractor-Caused Delays

The second analysis is from the owner’s perspective The objective is to remove the contractor-caused delays

that affect the critical path from the as-built schedule in order to achieve the as-built schedule that the owner

believes could have been accomplished but-for the contractor’s delays

Summary of Contractor-Caused Delays

39

Garage Doors (late order of the garage door) 4 weeks

Garage Walls (extended duration of the garage walls) 1 week

Tình

 Collapsed As-Built Method But-For Contractor-Caused Delays

 Total duration of the

collapsed schedule is 22

weeks

 The contractor is responsible

for the difference between the

as-built end date and the

collapsed as-built end date

(24 – 22 = 2 weeks).

 This is a non-excusable and

the contractor has to pay

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Tình

 Collapsed As-Built Method - RESULTS

Collapsed As-Built But-For Owner-Caused Delays

Collapsed As-Built But-For Contractor-Caused Delays

2 weeks Non Excusable delay

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Tình

 Windows Method

◦ This method of delay analysis breaks the schedule into several time

periods and examines the delays occurred in each window period

Tình

 Windows Method - window #1 (from W1 to W4)

 After the inclusion of this

delay, the critical path still

runs through the house

activities, and the garage

has 3 weeks of float

 The project end date moved

from W16 to W19

 The select finishes activity

did not begin at the

as-planned date (W1) and

therefore was moved to the

beginning of the next

44

beginning of the next

window for later analysis

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Tình

 To create the second

window, the results of the

first window are used as

the baseline schedule

 Between W5 and W8 no

delays occurred, and

therefore the project

duration remains the same

i e 19 weeks

 Two delayed activities did

not start during this period

and therefore they had to y

be moved to the beginning

of the next window (select

finishes activity and the

fabrication and delivery of

garage doors)

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◦ Using the resulting schedule of the previous window analysis as the

baseline schedule, the delays for this period are added.

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 Both the owner delay and

the contractor delay of the

house walls activity

(windows reconsideration

and replacement of

sub-contractor) occurred at the

same time during 2

weeks

 This is a concurrent

delay, and therefore these

2 weeks are excusable

non-compensable

49

 Since the replacement of

the framing sub-contractor

delay took 1 week longer

than the reconsideration of

windows, this week is

considered a

non-excusable delay.

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◦ Using the resulting schedule of the previous window analysis as the

baseline schedule, the delays for this period are added.

Summary of Delays

51

Contractor-Caused:

Tình

Although the garage wall

activity took one week y

longer than planned, the

project end date did not

change because this

activity consumed existing

float (was not in the

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◦ During this period the owner decided to revise the design of the garage

doors, resulting in a delay of 4 weeks in this activity No other delays

occurred during this period.

Summary of Delays

Owner-Caused:

Garage Doors (revise garage doors) 4 weeks

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Tình

The 4-week owner

delay resulted only 2 y y

weeks delay in the

project end date, so the

owner is charged 2

weeks for this delay

No other delays

occurred until the end

of the project and

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 Windows Method - RESULTS

Delays Windo

w # Windo

w End Date

Project Completio

n Date

Slip Durin

g Period Non- Excusabl

e

Excusable Non- Compensabl

e

Excusable Compensabl

e

Delays Description

Excavation (Unforeseen rock)

2 W8 W19 0 0 0 0 No delays occurred

Replacement of framing

57

g contractor Reconsideration

of house windows

Garage walls is not in the critical path

5 W21 W24 2 0 0 2 Revise garage doors

Planned

As-vs

As-Built

Owner Delays Contracto

r Delays

Collapsed As-Built Windows Analysis

Non- Excusable Delay (Contractor caused) 3 weeks 2 weeks 5 weeks 2 weeks 1 week Excusable Non-

Compensable (C t d l )

(Concurrent delay) Excusable Compensable (Owner caused) 5 weeks 6 weeks 3 weeks 3 weeks 5 weeks

Tiêu đề	Quan ly xay dung Nguyen Duy Long CH12 Delay Claims
Tác giả	Nguyễn Duy Long
Trường học	Cửu Dương Thắng Công
Chuyên ngành	Quản lý xây dựng
Thể loại	Báo cáo thực tập
Năm xuất bản	2010
Thành phố	Hà Nội

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