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The following below provides an itemized list of all schedule versions (schedule submissions) in the project. Dates for Substantial Completion were provided for all schedule versions. Please see Appendix Section A3.4 for schedule print layouts.

Lexicon & Good Practices

A list of terms, keywords, abbreviations, and acronyms used in reporting system.

01. ASR (As Received)
Refers to ‘source data’. Used in the context of the source of data, documents, information, etc. for the purpose of forensic scheduling, forensic accounting, and variation analysis.
02. As-Planned
A project schedule that depicts planned values of start and finish dates for activities or work packages.
Also referred to as ‘planned’, as in planned scope, planned schedule, planned cost. May also be referred to as ‘baseline’, as in baseline scope, baseline schedule, and baseline cost. Also, see BSV (baseline schedule version) below.
03. Baseline
A set of clearly defined reference values for a project. In project management, the word ‘baseline’ can be used to describe reference values for the project’s scope (i.e. baseline scope), for the project’s time (i.e. baseline schedule), and for the project’s cost (i.e. baseline cost).
04. As-Built
A project schedule which depicts actual values of start and finish dates for activities or work packages. The effects of variation events, change instances, and other impacts may also be reflected in the as-built schedule.
Also referred to as ‘actual’, as in actual scope, actual schedule, actual cost.
05. CPM
Critical Path Method, a method for project scheduling
06. Fragnet
A partial or fragmentary network. A fragnet may be understood as a small portion of a schedule network.
07. Data Date (DD)
The progress point, or the ‘as-of date’ for progress reporting of activities in a project schedule. Also referred to as the status date or cut-off date.
08. Publish Date
The date when the schedule was run and updated irrespective of the data date in the schedule.
09. P/C
Planned or Contractual date used as a notation in dates
10. cd for CD
Calendar Day
11. wd or WD
Work Day, as defined by calendar(s) in a project’s schedule settings.
12. Windows
Periods of time in which the project schedule is reviewed
13. GC
General Conditions refers to the General Conditions sections of the Contract Documents
14. SGC or SC
Supplementary General Conditions (or sometimes Supplementary Conditions) refers to the Supplementary General Conditions sections of the Contract Documents
15. EOT
Extension of Time
16. REA
Request for Equitable Adjustment
17. MS100 Reporting System (Stoneboy)
A modular reporting framework having 100 standardized data points (milestones) that are used to capture, and report the beginning or end of important steps in a project’s life cycle.
18. MSpec (Stoneboy)
Modular Specifications for Scheduling, Contact Administration, Variation Analysis and Claims Management developed by Stoneboy

Data Formats

01. MPP
Data format for Microsoft Project software. May also refer to a standalone project schedule file created in Microsoft Project. MPP is an abbreviation for Microsoft Project Plan.
02. XER

Data format for Oracle Primavera P6 software. May also refer to a standalone project schedule file created in Oracle Primavera P6. XER is an abbreviation for eXport Eagle Ray, Primavera’s proprietary data export format.

Types of Duration in Scheduling

01. Original Duration (OD)
The as-planned duration, or budgeted duration for an activity or work package as per the baseline schedule version. Also referred to as as-planned duration, or planned duration.
02. Actual Duration (AD)

The actual duration for an activity or work package at a given time reference.

The total working time from the actual start date to the actual finish date for a completed activity or work package, or the total working time from the actual start date to the data date for in-progress activity or work package.

03. Remaining Duration (RD)

The remaining duration for an activity or work package at a given time reference.

The total working time from the remaining start date to the remaining finish date for an activity or work package.

04. At Completion Duration (ACD)
The total working time from the current start date to the current finish date for an activity or work package. It is a combination of the actual duration and remaining duration for an activity or work package at a given time reference.

Schedule Version

An umbrella term for a schedule submission such as a baseline schedule, a schedule update, a recovery schedule, or a scenario planning schedule.

01. BSV

      A baseline schedule version. Commonly referred to as ‘baseline’. Also referred to as as-planned schedule version or planned schedule version.

      May refer to an approved baseline schedule version. An approved baseline schedule version may be the first approved version, a subsequent version, or the latest approved version of the project schedule. A project’s progress may be tracked to multiple baseline schedule versions.

02. CSV (Current Schedule Version)

      A current schedule version. The latest published schedule version. Used in the context of forensic scheduling, and time variation analysis.

03. LSV

      Last Schedule Version

04. Alphanumeric Naming Convention (also Schedule File Name Convention) (Stoneboy)

      Alphanumeric Naming Convention is a convenient format to monitor the number of schedule submissions, schedule version history, and version control – as well as, to obtain a snapshot of the project’s performance for every schedule submission. As part of the schedule version history, the source of schedule submissions is also tracked.

05. Schedule Counter (Stoneboy)

      Alphanumeric Naming Convention is a convenient format to monitor the number of schedule submissions, schedule version history, and version control – as well as, to obtain a snapshot of the project’s performance for every schedule submission. As part of the schedule version history, the source of schedule submissions is also tracked.

Variation

01. Variation Event (VE)
A ‘cause’ for variation. A ‘cause’ which makes an activity or work package to experience an exception or exclusion from its baseline scope, baseline schedule, and/ or baseline cost. Such ‘cause’ may be a delay or an impact; a change; an event, a milestone, or an activity; which may trigger a scope variation, a time variation, and/ or a cost variation. Used in the context of Causation – causes and effects of variation(s) on activities and work packages in a project.
No. Head 1 Head 2
01 Variation
A change in the quantity of scope, time, and/ or cost – typically between two or more sets of data.

Any difference between the circumstances and/ or content of the contract work as carried out, compared with the circumstances and/ or content under which the work is described in the contract documents as required to be or intended to have been carried out.

Variation can be further classified as the following:
  • • Scope Variation (SV) from baseline scope,
  • • Time Variation (TV) from baseline schedule,
  • • Cost Variation (CV) from baseline cost
 Variation Analysis (Stoneboy)
An assessment or investigation into the causes and effects of variations in a project namely: Scope Variation from baseline scope, Time Variation from baseline schedule, and Cost Variation from baseline cost.
02 SV (Scope Variation ) (Stoneboy)
An instance of variation in project scope. Frequently, an exception or exclusion from the baseline scope.

Scope variation can mean an increase in scope (additional scope of work, extra work), or a decrease in scope (scope reduction). 		SVA (Scope Variation Analysis) (Stoneboy)
Assessment of approved or involuntary changes in the project scope. Assessment of scope variations from the baseline scope.
02 TV (Time Variation ) (Stoneboy)
An instance of variation in the project schedule. Frequently, an exception or exclusion from the baseline schedule.

Time variation may refer to an increase in time (delay), or a decrease in time (schedule gain).

In this report, the term is frequently used in the context of delays, especially critical delays experienced in the project – irrespective of the apportionment of delay. This may include additional direct time, indirect time, overhead time, cumulative time impact of variation events, and project administration. Also see Delay, and Critical Delay. 		TVA (Time Variation Analysis ) (Stoneboy)
02 CV (Cost Variation) (Stoneboy)
An instance of variation in project cost. Frequently, an exception or exclusion from the baseline cost.

Cost variation may refer to an increase in cost (i.e. cost overrun due to changes, delays, etc.), or a decrease in cost (cost reduction). In this report, the term is frequently used in the context of cost overrun and financial losses for the project as a whole.

Cost Variation may include additional direct cost, indirect cost, overhead cost, cumulative cost impact of variation events, and project administration. 		CVA (Cost Variation Analysis) (Stoneboy)
Quantification of cost reduction, or cost overrun, and/or damages. Assessment of cost variations from the baseline cost.

Analysis of baseline cost versus actual/ as-built / at completion cost over a period of time.

Identification, assessment, quantification, and summarization of approved and/or involuntary changes in the project budget.
02. SDV (Start Date Variation) (Stoneboy)
A type of time variation for an activity or work package prior to its start. The difference between the actual or forecast start date, and the late start date of the baseline schedule for an activity or work package.

A negative value of SDV means a schedule gain (an earlier start as compared to baseline schedule), and a positive value of SDV means a delay.

SDV is identified as a delay, but it does not necessarily qualify as a critical delay. Also see FDV, Gap, and Odex.
03. FDV (Finish Date Variation) (Stoneboy)
A type of time variation for an activity or work package prior to its finish. The difference between the late finish date of the baseline schedule, and the actual or forecast finish date for an activity or work package.

A negative value of FDV means a schedule gain (an earlier finish as compared to baseline schedule), and a positive value of FDV means a delay.

FDV is identified as a delay, but it does not necessarily qualify as a critical delay. Also see Gap, SDV, and Odex.
04. Gap (or Inactivity Gap) (Stoneboy)
A type of delay for an activity or work package before its start. It is the duration of unplanned inactivity between the actual finish of a driving predecessor activity, and the actual start of a driven successor activity. Gap is different than Lag (the amount of planned wait time between two activities). Gap specifically scrutinizes periods of unplanned inactivity between two actualized activities.

Gap may or may not be concurrent with SDV.

Gap is identified as a delay, but it does not necessarily qualify as a critical delay. Also see SDV, FDV, and Odex.
05. ODV or Odex (Stoneboy Originals)
Original Duration Variation, or Original Duration Extension.

An overrun of the original, as planned, or budgeted duration of an activity. Odex is usually concurrent with FDV. Also see Gap, SDV, and FDV.

Delay

01. Applicable Critical Delay
The applicable value of the impact from an activity’s critical delay towards the critical delay for the project completion milestone (or other project milestones). In simpler terms, the portion of critical delay of activity contributes towards the total critical delay.

A calculation for applicable critical delay may take into account factors such as the origin of delay (primary, or carryover delay), out-of-sequence work, intermittent work, concurrent delays, the primacy of delay, and other considerations for CPM network calculations, etc.

Applicable critical delay may also be referred to as adjusted critical delay, network adjusted critical delay, applicable critical delay, etc.
02. Critical Delay
A time variation becomes a critical delay when an activity consumes its entire initially available total float. A value of critical delay can be computed for every activity for which the initially available total float has been consumed. Usually, an activity with a critical delay will transmit a partial, or at times the full impact, of a time variation on the completion of the project completion milestone (or other project milestones) within a stipulated time period.

Total critical delay is typically defined as the value of time variation for the project completion milestone (or other project milestones).
03. Delay
Delay may be defined as a time variation from the baseline (or as-planned) allocated time for an activity. A time variation may be identified at the start, during the progress, or at the completion of an individual activity. A time variation or delay in an activity (at its start, progress, or completion) may not impact the project completion milestone (or other project milestones) within a stipulated time period.
04. Effective Critical Delay
05. Critical Gain
A time variation which brings forward the project completion milestone (or other project milestones). Antonym of critical delay.
06. Concurrent Delay
A situation where a project may be subject to two or more time variations at the same time (or even in the same timeline).

The causes of time variations may be apportionable to different parties (the owner’s team, or the contractor’s team, etc.); or the causes may be apportionable to the same party.
07. Non-Excusable Delay
Delays which may be deemed foreseeable or within the contractor’s control, or may otherwise be apportionable to the contractor are categorized as Non-Excusable Delays.

Typically, for Non-Excusable delays, neither extension of time, nor compensation for damages can be sought by the contractor.
08. Excusable Delay
Delays that may be deemed unforeseeable, and beyond the control of the contractor are categorized as Excusable Delays. Excusable delays are further divided into the following:
  • Excusable Only Delay (or Excusable-Non Compensable)
    •  For Excusable only delays (or Excusable Non-Compensable), the contractor may seek an extension of time as per their entitlement as defined by relevant contract sections.

    An act or neglect on the part of the Owner / Consultant deemed excusable only delays for which an extension of time can be sought by the contractor as per the contractual entitlements.

    Strikes, lock-outs, fire, unusual delay by common carriers, force majeure, or by a cause beyond the Contractor’s control are deemed excusable only delays for which an extension of time can generally be sought by the contractor.

  • Compensable Delay (or Excusable-Compensable)
    • For qualifying Compensable delays (or Excusable-Compensable), the contractor may be eligible to seek both extension of time, as well as compensation for damages as per their entitlement as defined by relevant contract sections.

    Generally, Compensability results in the non-liability of the contractor.
    09. Force Majeure Events, Force Majeure Delays
    Certain acts, events or circumstances beyond the control of the parties.
    10. Delays attributable to the General Contractor’s Team
    Extended actual finish date of critical activity that due to fault of Contractor which is not limited to the following:
    • Insufficient resources (Manpower and Equipment) required for a particular period
    • Rework due to poor workmanship and improper protection of completed tasks.
    • Poor Planning resulting in out-of-sequence phasing of work leading to inefficiency
    • Poor construction methods and techniques resulting in rework and inefficiency.
    • Performance that is below the target rate of production as per the baseline schedule without a valid reason.
    • Negligence in Safety
    • Delay in purchasing and delivery of required materials
    • Failure to adhere to Contractual requirements
      • 11. Delays attributable to the Project Owner’s Team
      Extended duration of activities due to the following reasons:
    • Design Changes by Consultant/Owner
    • Incomplete Design of Consultant/Owner
    • Design Failure of Consultant/Owner
    • Additional work that disrupts the critical activities.
    • Changes in the scope of work that affects the critical activities
    • Delay in response to RFI’s

      • Delay Analysis Methodology

      01. Time Impact Analysis (TIA)
      A methodology and technique in analyzing time variation events that forecasts or predicts a delay’s effect on a project’s completion date.
      02. Windows Analysis
      Review, and analyses of schedule versions over periods of time. In this methodology, schedule progress is compared between periods of time or windows. The duration of Windows can be defined based on specific project reporting requirements.

      Also see Variation Analysis, Time Variation Analysis (TVA).
      03. Collapsed As-Built Analysis (CAB)
      Review, and analyses of schedule versions over periods of time. In this methodology, schedule progress is compared between periods of time or windows. The duration of Windows can be defined based on specific project reporting requirements.

      Also see Variation Analysis, Time Variation Analysis (TVA).
      04. IAP Analysis ( Impacted As-Planned)
      The Impacted As-Planned (IAP) delay analysis methodology involves the insertion of delay events (time variation) into a baseline schedule to determine the hypothetical impact of such events.

      This methodology involves the creation of an impacted as-planned schedule or impacted schedule by modifying the baseline schedule to include new activities and logic to represent time variation. The difference between the project completion milestones in the baseline schedule, and the impacted schedule provides the value of total critical delay.

      This methodology is simple and does not require an as-built schedule. However, it is considered a hypothetical model as it does not take into account actual/ as-built schedule data.
      05. As-Built vs As Planned Analysis (ABAP)
      The As-Planned vs As-Built (APAB) delay analysis methodology is a retrospective methodology for schedule delay analysis. This methodology involves comparing the baseline schedule with the as-built schedule (or a schedule that reflects progress through a particular point in time).

      APAB is sometimes also referred to as the Planned vs Actual methodology.
      06. ABCP Analysis (As-Built Critical Path)
      As-Built Critical Path (ABCP) delay analysis methodology
      07. Variation Management Protocol (VMP) (Stoneboy)
      As-Built Critical Path (ABCP) delay analysis methodology

      Schedule Versions

      Reference information for schedule version number, and names is provided below.

      Alphanumeric Naming Convention (also Schedule File Name Convention)
      Illustration 3.2 Schedule file name convention for identification of schedule versions
      • Alphanumeric Naming Convention is a convenient format to monitor the number of schedule submissions, schedule version history, and version control - as well as, to obtain a snapshot of the project’s performance for every schedule submission. As part of the schedule version history, the source of schedule submissions is also tracked.
      • Every schedule submission (schedule version) is assigned a combination of a unique number (Month Identifier), and an alphabet (Baseline Series Identifier).
      • The number in the schedule version refers to the progress as of the number of months from the project start. The number for the month is derived from the data date.
      • The alphabet in the schedule version such as A, B, or J helps to differentiate schedule submissions.
      • Major developments in the schedule version history, major schedule logic changes, and proposed baselines/ accepted baselines are identified with a unique alphabet which is called a baseline series identifier
      • The alphabet is used to recognize the source of the schedule versions.
      • The alphabet is also used to track schedule versions where major changes in logic, duration, or forecast dates might have happened.
      • With the help of the alphabet identifier, schedule versions with similar attributes, functionality, logic, etc. (part of the same baseline) can be easily marked, and grouped, if needed.
      • It is a best practice that also helps avoid confusion - a comparative analysis of a project’s schedule data may involve source data by the contractor, data from other sources in the project, and secondary data generated by third parties.
      Month Month & Year Schedule Version Data Date Print Date (Publish Date) Substantial Completion (MS85) Slippage Note
      0 Aug 2021 0-A Contractor’s Draft Schedule 2021-09-13 (assumed data date) 2021-09-07 2023-12-29
        Contractor’s Draft Schedule. Submitted by Percon on 2021-09-07.
      •  Data Date was not specified in source data (Microsoft Project schedule PDF file), and has been assumed to be 2021-09-13 as it was the start date of the first activity in this schedule version.
      0 Aug 2021 0-B Contractor’s Draft Schedule 2021-10-04 (assumed data date) 2021-10-05 2023-12-29
      • Contractor’s Baseline Schedule. Submitted by Percon on 2021-10-05.
      •  Data Date was not specified in source data (Microsoft Project schedule PDF file), and has been assumed to be 2021-10-04 as it was the start date of the first activity in this schedule version.
      1 Sep 2021
      2 Oct 2021
      3 Nov 2021 3-C Schedule Update 2021-11-12 (assumed data date) 2021-11-12 2024-02-14 🔺-48 cd 🔺-33 wd
      • Schedule version 3-C, submitted by Percon. First schedule submission for Nov 2021. Data Date was moved to 2021-11-12
      • Did not show any progress since the start of the project.
      • Showed delay due to contaminated fill.
      3 Nov 2021 3-D Schedule Update 2021-11-26 (assumed data date) 2021-11-26 2024-02-23 🔺-57 cd 🔺-393 wd
      • Schedule version 3-D, submitted by Percon. Second schedule submission for Nov 2021. Data Date was moved to 2021-11-26.
      • Did not show any progress since the start of the project.
      • Showed delay due to contaminated fill.
      4 Dec 2021
      5 Jan 2022
      6 Feb 2022 6-D Schedule Update 2022-02-10 (assumed data date) 2022-02-10 2024-04-08 🔺-102 cd 🔺-69 wd
      • Schedule version 6-D, submitted by Percon. Data Date was moved to 2022-02-10.
      • Showed delay due to contaminated fill.
      • ⛔ Schedule version 6-D incorrectly showed the start date of parking garage excavation to be 2021-12-13 A – but this activity actually started on 2021-11-09.
      7 March 2022
      8 April 2022 8-D Schedule Update 2022-04-11 (assumed data date) 2022-04-21 2024-05-03 🔺-127 cd 🔺-88 wd
      • Schedule version 8-D, submitted by Percon. Data Date was moved to 2022-04-11
      • Showed delay in parking garage forming due to strike of truckers / haulers in late Mar 2022, and early Apr 2022.
      • ⛔ No cancellation of concrete delivery, or concrete pour was reported for the referenced period.
      9 May 2022
      10 June 2022 10-D Schedule Update 2022-06-24 (assumed data date) 2022-06-30 2024-07-04 🔺-189 cd 🔺-130 wd
      • Schedule version 10-D, submitted by Percon. Data Date was moved to 2022-06-24
      • Schedule version (8-D) shows delay in parking garage forming due to strike of truckers / haulers in late Mar 2022, and early Apr 2022.
      • ⛔ In a span of 135 cd (between versions 6-D and 10-D), the Substantial Completion milestone experienced a delay of 87 cd. This demonstrates that the total actual schedule progress was 50% lower than the total planned schedule progress – and there were schedule slippages in addition to the delay causes cited by Percon.
      11 July 2022
      12 Aug 2022
      13 Sep 2022
      14 Oct 2022
      15 Nov 2022 15-D Schedule Update 2022-11-08 (assumed data date) 2022-11-17 2024-08-27 🔺-243 cd 🔺-168 wd
      • Schedule version 15-D, submitted by Percon. Data Date was moved to 2022-11-08.
      • In version 15-D, an additional delay of 54 cd to the Substantial Completion milestone was reported by Percon.
      16 Dec 2022
      17 Jan 2022 17-D Schedule Update 2023-01-30 (assumed data date) 2023-02-09 2024-07-24 🔺-209 cd 🔺-144 wd
      • Schedule version 17-D, submitted by Percon. Data Date was moved to 2023-01-30
      • As of version 17-D, the total delay to the Substantial Completion milestone was equal to 209 cd. However, about 34 cd of schedule gain (delay mitigation) was reported by Percon
       

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