When construction delays occur, it is necessary to ascertain the liabilities of the contracting parties and to direct the appropriate amount of resources to recover the schedule. Unfortunately, delay analysis and schedule compression are normally treated as separate or independent aspects. This paper examines the feasibility of integrating the delay analysis and schedule compression functions into a broad‐scoped two‐stage process. The main issue is shown to be the kind of delay analysis required for each stage of the process and seven existing techniques are illustrated for use in conjunction with schedule compression. Since the current form and assumptions of delay analysis techniques are unlikely to provide the necessary level of feedback reliability for recovering delays, it is necessary to modify these techniques by incorporating some means of delay type scrutiny, excusable delays updating, and treatment of concurrent delays. The modified delay analysis techniques can serve as a basis for negotiation between the client and contractor and hence improve the interdisciplinary relations.
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1 March 2004
Research Article|
March 01 2004
Improving existing delay analysis techniques for the establishment of delay liabilities Available to Purchase
S.T. Ng;
S.T. Ng
Department of Civil Engineering, The University of Hong Kong, Hong Kong
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M. Skitmore;
M. Skitmore
School of Construction Management and Property, Queensland University of Technology, Brisbane, Australia
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M.Z.M. Deng;
M.Z.M. Deng
Department of Building and Construction, City University of Hong Kong, Hong Kong
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A. Nadeem
A. Nadeem
Department of Building and Construction, City University of Hong Kong, Hong Kong
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Publisher: Emerald Publishing
Online ISSN: 1477-0857
Print ISSN: 1471-4175
© Emerald Group Publishing Limited
2004
Construction Innovation: Information Process Management (2004) 4 (1): 3–17.
Citation
Ng S, Skitmore M, Deng M, Nadeem A (2004), "Improving existing delay analysis techniques for the establishment of delay liabilities". Construction Innovation: Information Process Management, Vol. 4 No. 1 pp. 3–17, doi: https://doi.org/10.1108/14714170410814971
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