TIA

On various occasions we have been asked to prepare a program

impacted, this is known as TIA - Time Impact Analysis. It is about a
methodology that is commonly used to quantify potential delays
during the construction process, it allows us to have a view towards
go ahead, it also helps to quantify and demonstrate an extent of
Deadline. Generally, this methodology is carried out using the schedule.
contractual and incorporate activities adding delays or changes that
they caused delays in the schedule.

TIA as a technique is necessary for time quantification, first

We must estimate the time impacts before we can make estimates.
of costs. TIA will be conducted to evaluate the most likely results of a
unplanned event that could be a delay or an acceleration.

Recommended Practice AACE No. 52R-06 "Time Impact Analysis - As

Applied in Construction

The AACE has a recommended practice No. 52R-06 Time impact analysis As
Applied in Construction. This practice details a series of steps and
considerations we must take into account when carrying out this type
of analysis, the fundamental steps that this practice outlines I detail to
continuation:

1. Send a model of the delay program.

2. Select an appropriate updated program.

3. Insert the delay model into the program. Reduce the durations of
set the delays to zero and perform the CPM network calculations.

4. Insert the approved durations into the delays and recalculate CPM.
5. Identify the activity that will be used to measure the impact of time.

6. Determine the total time impact on the project.

7. Determine the current dates of the delay.

8. Remove the previously granted deadlines.

These types of methodologies for impact analysis are widely used in the
construction industry, as they allow for a simple demonstration
the various effects of unplanned factors on our schedule. Therefore
It is highly recommended to know about these methodologies.
Importance of the Baseline and Impact Analysis in time
Recently, on June 8, 2017, we held our Technical Talk of the AACE Section.
International Peru at the offices of Graña y Montero with a very good reception of
interested participants. Some outlines of techniques for analysis were shared.
impact on time applied to Schedules. The session continued with a second part in
which Eng. Felix Soto brilliantly presented its application with the ASTA Power software
Project. In this article, I share with you what my presentation was.

We all know that the only constant in projects is change. We can carry out
a detailed baseline, be extremely meticulous and have the best version of the program
in the most prestigious project software in the field, but the truth is that not everything
time in the analysis and study of the contractual documents of a project us
they will ensure to complete it on time. According to the SmartMarket Report by McGraw Hill from the year
2011, it is indicated that "84% of infrastructure projects do not finish on time."

But with this, I am not trying to discourage you from spending time preparing your Line Schedule.
Base, no no, on the contrary, I think that planning is the heart to obtain
successfully achieving the project objectives involves taking an imaginary mental journey through
the entire scope and sequence of the project, trying to imagine the possible problems or
conflicts in the workplace, as well as the associated risks. But this effort is long-term,
as they would say, 'TIMETOPLAN' occurs throughout the entire project lifecycle and not just at
principle. But then, how is it articulated that it is important to plan but at the same time,
a project is never going to be executed exactly as planned... so what is the point of
spend time and effort on this?

In my opinion, true and good planners do not waste time and effort.
developing a Project Plan or Schedule thinking that they will comply with it... no
no... the true and good ones develop it by trying to pour all their
considerations, assumptions, presumptions, and exclusions based on the detailed reading of the
scope of the project (all contractual documents) because they know that this will be the
the only way to leave a record of how they imagined they were going to develop the
project, the execution strategy, the mental journey, finally the Baseline on the
which will be compared and will serve to detect future deviations in terms of timeline and cost
(scope changes, disruption, delays, etc.). Then an impact analysis (both in
time and costs) that is conducted concurrently (during the development of
project and not only post-mortem) can be transformed into a valuable tool for
defend interests, promote technical negotiation and agreements on claims
associated with delays.

I hope this attached presentation is of interest to you, as we review the importance of

not only to establish a good Baseline with all the considerations and work sequences,
what is detailed in the As-Planned Schedule, but also to create a true record
of real events during execution, which are documented in the As-Built Schedule.
 Techniques for Project Delay Analysis
DANIELBLÁZQUEZ0
Throughout the life of a project, from when the baseline is created
project until we obtain a schedule that outlines how it has been
executed each of the activities (as-built), a large number occur
of events that were unknown at first. These
events may have caused delays in the achievement of the
different work packages, as well as in the different milestones
contractual obligations of the project. These delays may be the responsibility of the
client, of the contractor or of third parties. In this article we are going to talk
about the 6 techniques for project delay analysis. These will be useful.
as a tool to improve our relationship with our customers, to
prepare claims for time and/or cost, and to be able to have it well
all events that occurred during the life of the project are documented.

6 techniques for Project DelayAnalysis

1. Impact analysis on what was planned or 'Impacted As-
planned Analysis
This method is based on adding a Delay Event within
of the Project's Baseline schedule, linking it logically. A
there has been a correct link with the activities of the Baseline that
they will correspond, the calculation of the schedule will be done again thanks to the
planning tool being used. In our case, this
the tool is Oracle's Primavera P6. In this way, it will be determined the
prospective or future impact that the Delay Event has had on
the contractual milestone for project completion. In planning, this milestone
contractual is usually referred to in Anglo-Saxon terminology as
Contract Completion Date

It is important to have a solid project baseline established.

confirmed that the sequence and durations of the tasks to be performed are
reasonable, realistic and achievable. Likewise, it is necessary to ensure
that all activities have been linked correctly.

Usually, this is the simplest and least expensive of all the analyses that
this article describes the techniques for delay analysis
projects. However, it has some limitations such as not
consider the real progress of the project or the changes to the planned
originally. In certain contracts, and depending on the terms
that have been agreed upon with our client, this Analysis technique
Delays would be sufficient to assess the extent of the time we have.
right to request.

2. Time Impact Analysis

Analysis
Similarly to the method of Delay Analysis called
"Impacted As-planned Analysis", we must introduce and link the Events.
Delay within the project baseline and calculate this program
updated with the planning tool being used
working. As in the previous case, the impact will be determined.
future of the Delay Event regarding the project's completion date.

The schedule used as a baseline for each analysis can be a

contemporary schedule or the updated baseline that reflects the
changes that have occurred in the logic, real progress of the work, or new
work packages or activities. In other words, the Baseline to
the analysis should reflect the actual progress of the work and a sequence
realistic, achievable, and reasonable regarding the pending tasks. Any
mitigation and/or acceleration plan will be incorporated and taken into account in the
Updated baseline.

The number of Latency Events being modeled has an impact

considerable in the complexity and cost of using this method.

3. Analysis of project delays based on a

time slice or 'Time Slice Analysis'
This is the first of the two Delay Analysis methods by windows
that exist. This method requires that the person analyzing the delays
check or develop a series of updated schedules to consider
as Baselines, as snapshots during the course of the work.
Through this process, the progress of the work is divided into intervals of
time, typically monthly, that reflect thecritical path real of each
period. This allows the person analyzing the delays to conclude the
extension of time for each critical delay within each 'window'.
Having said this, the analyst investigates the project reports to determine
what events could have caused the critical delay identified in each
time interval. For the schedule related to each "window," the
analyst needs to verify that the historical events that occurred reflect the
real progress of the works and that the sequence and durations of the tasks
pendants are reasonable, realistic, and achievable, in addition to presenting a
logical sequence. This method depends largely on the software of
planned.

4. Planned vs. Executed Window Analysis or

As-planned versus As-built Windows Analysis
This is the second method of Window Delay Analysis. This method
depends less on the planning software we use and is usually applied
when there is some concern about the validity of the Baseline of
project. The duration of the work is divided into 'windows', which
they are framed by revised schedules, updated schedules,
milestones and important events that have occurred. The analyst determines the route.
real criticism for each 'window' through a common sense analysis and a
practical analysis of the available facts.

Since this task does not depend so much on the planning tool that is
It is important for the analyst to present the reasons why they have
determined the criticality.

The incidence and scope of the critical delay in each 'window' are determined
comparing key dates along the contemporary or real critical path
with the corresponding planned dates in the Line schedule
Base. Subsequently, the analyst investigates the project records to
determine what delay events may have caused the critical delay
identified. The critical delay incurred and the mitigation or acceleration achieved
In each window, they accumulate to identify the critical delay during the
duration of the work.

5. Retrospective analysis of project delays

longest route or "Retrospective Longest Path"
Analysis
The retrospective analysis method of the longest path involves the
determination of a retrospective mode of the critical path as it was constructed
as-built. This should not be confused with the contemporary or real critical path
identified in the previous window-based methods. In this
method, the analyst must first verify or develop a schedule as-
detailed build, as the work has been executed. Once completed,
the analyst traces the longest path backward from the completion date
real to determine the critical path of the executed project.
The incidence and scope of critical delay is determined by comparing the
key dates along the critical path of the executed works (as-built)
with the corresponding planned dates in the Baseline program.
Subsequently, the analyst investigates the project records to
determine what events could have caused the critical delay
identified.
A limitation of this method is its more limited ability to recognize
and allow switches on the critical path during the course of the work.
6. Collapsed analysis of what was executed or "Collapsed As-
built Analysis
The collapsed analysis method of the executed involves the extraction of the
events of schedule delay 'as-built'. This provides a
hypothesis of what could have happened if the delay events had not occurred
they would have occurred. This method does not require a Base Line schedule. Without
embargo, a detailed as-built program is required with a logic in the
well defined in the execution of activities. It is rare that such
activity schedule exists in the project. Generally, it is required
for the analyst to introduce the logic into a verified as-built schedule.
it can take a long time and it is a quite complex effort. Once
completed, Delay Events within the schedule are identified
as-built and are "collapsed" or extracted to determine the net impact of
these.

This method is sometimes performed in 'windows', using the tools

the appropriate software that contains detailed and complete data of the
work actually done. A limitation of this method is that it only
measure the incremental delay to the critical path. The completion date does not
it will collapse more than the nearest critical path.
Time Impact Analysis
Description

TIA is a modeled technique as it is based on performing a simulation by adding

delays in a schedule updated to a date prior to the delay event and
recalculate with the software the impact on the critical path.

It is a prospectively applicable methodology, which means it can be

make an analysis of delays while the project is in execution. Although, it
it is more common to carry out the analysis once the project has concluded or has
reached some of the most important milestones.

For the application of this method, it is necessary to have the programs.

contemporary events that have taken place throughout the
study period. Usually, the intervals used are monthly already
What is the most common timeframe agreed upon in construction contracts for delivery of
updates, although it is possible, if there are updates, to carry out the analysis
in shorter periods thus obtaining a better analysis.

By employing contemporary updates as in the Time method

Slice Windows analysis allows for the examination of delays on the critical path.
real of the project at that given moment, as long as the schedule
it should be done realistically and not for commercial purposes. This can be considered as such.
method like the application of the same system used in the Impacted as
Planned but regarding the monthly updates.

To carry out the delay analysis using this methodology, the following steps must be followed.
the following steps:

• Locate the programs that will be used to measure progress and the
delay events.
• Obtain the updated schedule up to the day before the event takes place.
late.
• Insert the delay into the schedule relating it to the activities
impacted, recalculate the schedule and check if there are any changes in the
final date of the project.
• Identify the changes in the critical path and in the final date of the project.
• Identify who is responsible for the events of delays or gains.
time modeled in the studied period.
• Continue until the completion of the project and add the results of each one.
from the previous periods to obtain the total impact on the project.
Fortresses

• It allows for prospective analysis, making it very useful for claiming.

time extensions while the project is ongoing.

Weaknesses

• Only specific events are analyzed, making it easy to conduct an analysis.

that favors one of the parties. The number of modeled events has a
significant impact on the complexity and cost of implementing the method.
• It is based on the use of fully related and consistent programs.
• Requires extensive knowledge of planning and time management software to
to make a valid analysis.
• It is not an appropriate method for preparing expert analysis reports.
delays.