Date: 1/12/2011 to 1/15/2011
Location: Walt Disney World Swan Hotel - Orlando, FL
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Robert C. McCue, P.E., Consulting Engineer
Stephen M. Rymal, P.E., Esq., Consulting Engineer
MDCSystems®

Critical Path Method (CPM) schedules and formalized methods of analyzing schedule impacts started to enter mainstream construction management practice in the early 1980’s. At that time, the industry recognized a need to accurately and scientifically measure schedule delays and conversely the affects of acceleration in real time during construction and also retrospectively after the work was completed. The ability to determine which party ultimately bore responsibility for schedule delays became the main focus on many projects as the assessment of liquidated damages or granting compensable time extensions became critically important to both owners and contractors. Just as the Rosetta Stone provided scholars with a means to translate Egyptian hieroglyphics into Greek text, Time Impact Analysis (TIA®) provides users with the means to translate Critical Path Method (CPM) activities into understandable schedule impacts.

Robert C. McCue, P.E.
MDCSystems®
Consulting Engineer

Recently, MDC® made the jump from Primavera P3 (version 3.1) to P6. However, the landing was a little rough- initially, erroneous information was received from a Primavera representative and then outside IT consultants had to be brought in to resolve issues with the server installation. If the installation experience is any indicator, it seems likely that P6 will require more IT overhead on an ongoing basis. This is in addition to the learning curve for the new features and capabilities of P6.

Robert C. McCue, P.E., Consulting Engineer
Robert Kennedy, P.E., Former Consulting Engineer
MDCSystems®

The purpose of the Critical Path Method (CPM) schedule (A scheduling technique whose order and duration of a sequence of task activities directly affect the completion date of a project)is to assist in the cost effective management of the project, anticipate problem areas, and allow the project team to mitigate the impact of unforeseen conditions. What a tool! Without this tool, the project management team is simply reacting to a crisis of the moment and their hurried reaction may exacerbate an already difficult project by doing harm in the response to the disaster of the moment.

John E. Osborn and Eric L. Guhring
Originally printed in ©2000 The Metropolitan Corporate Counsel, Inc., Volume 8, No. 4, April 2000

Corporate owners and tenants who build in urban centers such as New York City are an "at risk" group. Getting everything "on line" quickly is expensive. Difficulties encountered during a failure in design or construction can be catastrophic if practical solutions are not developed promptly to get things back on track.