)1 CV

.
) 2
.
) 3
.
)4 .
)5

.
)6 .
)7
.
:
)1

)2
Computer Skills
)3

)4
Benefits
)5

)6



.
)7

:
)1
Method Statement
Overlap
Tentative/ Level 2
.
)2
Feasibility Study
) Design Stage (Conceptual Detailed Bidding
Tender Stage Project Life Cycle: -
: Start Up Planning Execution &Monitoring
Close Out.
)3 ) (WBS
Work Breakdown Structure
Procurement
Purchase Order Delivery .

 :
LEVEL 1: PROJECT, LEVEL 2: PHASE, LEVEL 3: WORK TYPE, LEVEL 4: ELEMENT.
)4

)a % 4-2
)b % 01-5
)c %55-55
)d
)e Man-Hours
)f Cost Wise.
)5 Long Lead Items
Overseas
Stock On Shelf
.
)6 CPM
Critical Path Method

Sub-Critical Paths Critical Activities
Total Float=0
)7

Night Shift Intensives
.
)8
Start Date Finish Date
SF) FS FF (SS FS: Finish To Start

FF SS
.
)9 ACWP) BCWS (BCWP
o :
o BCWP: Budget Cost Of Work Performed = Earned Value
o BCWS: Budget Cost Of Work Scheduled = Planned Value
o ACWP: Actual Cost Of Work Performed = Actual Cost.
)10 EVM
) (Earned Value Management
Apple To Apple
CPI SPI CV : SV )KPI (Key Performance Indicators
:
Schedule Variance (SV)=Earned Value (EV)Planned Value (PV),
Schedule Performance Index (SPI)= EV/PV
Cost Variance (CV)= Earned Value (EV)-Actual Cost (AC),
Cost Performance Index (CPI)=EV/AC
)11 ETC EAC BAC
:

BAC: Budget at Completion = Total Baseline Costs

EAC: Estimate at Completion = BAC/CPI

ETC: Estimate To Complete = EAC-AC
)12 Cash Flow
S-CurveCash Out) (Cash In
) Cash Out (Expenses ) Cash In (Revenue
.
Lazy Start
Advance Payment
Mobilization Financing/Funding Gap
.
) Cash-In=Invoices (As BOQ
:
Cash-Out=Direct Cost (Dry Cost) + Indirect Cost
( Profit ) = Cum. Cash In Cum. Cash Out

Overhead = Indirect Cost + Profit
Cash-In Earned Value
( Due Date
51) ( ) %01
Retention ( )%5
PAC: Provisional Acceptance Certificate
( Defective Liability Period )
FAC: Final Acceptance Certificate.
)13
)Contractor Risk Event (CRE
) Employer Risk Event (ERE
Force Majeure Unforeseen
' 'Neutral Event Non-Compensable And
Excusable.
Investigation Records
)(Doc. Control ) Root Cause Analysis (Technique
Corrective Action
Action Plan "What If" Scenarios/ Plan B,C
Contingency Reserve Time
Impact .
)14
: -
a) Mitigation: No Cost Impact
Re-Sequence Overlap/Fast-
Tracking.
b) Acceleration: Crashing/Crunching
.
)15 Prolongation Cost
Eligibility Time Related

Breach Of Contract
.

)16 Change Order

Lack
RFI: Request For Information
Change Of Mind
Revised Programme :
)a No Impact:
.
)b Cost Implication:
Cost Claim
Financial Compensation.
)c Time Impact:
Extension Of Time (EOT) Claim.
)d :
.
)17 Concurrent Delay
Serial

Prolongation Cost
.
)18 Revised Programme Recovery
Recovery
.
Revised
Scope Change Disruption
.
)19 EOT
Event
Grant For EOT Entitlement :
)a
Relevant Contractual Clauses CONTRACT PARTICULARS
)b
Delay Analysis Narrative Report To Justify The Impact & Root-Cause Event
)c
Contemporary Records Substantiating Cause and Effect Such As
Other Exhibits.) Site Instruction Change Request (Correspondence
)d Impacted Programme
)e
Conclusion: Including Revised Completion Date
)20 Variation Order
Event Change Order
Claim Variation Order
.
)21 LAD
Liquidated And Ascertained
Damages

Stipulated.
)22 Time At Large

Reasonable Time
Contractual Protracted Delay
Mechanism
Outside His Control.
Delay Analysis 23)
:
Prospective Analysis: a)
(Contemporaneous, Forward-Looking 'Impacted As
Planned', Predictive Modeling, 'Time Impact Analysis').
Retrospective Analysis:b)
(Forensic, After The Fact Analysis
Windows Method 'Collapsed As-Built', As-Built Delay Modeling)
. Snapshots
General Approach Applied
'As-Planned Versus As-Built'' Analytical' :Additive, Subtractive
Global Delay Claim (Total Time Claim)
. Overrun
Interim Claim Slippage
Notification/Notice
Both Prospective And Retrospective Incremental Review
Likely Effect Of A Delay Methods
Acceleration
Recovery.
24)
: WBS
Level 1 Executive Summary Level (Dashboard, Flash Report):
Overall project plan, progress and current forecast, rate monthly, quarterly.
Level 2 Summary Level (Client Presentation):
Status reports include selected activities/major trades, which are extracted from the
overall level 2 master programme, rate monthly, and fortnightly.
Level 3 Management Level:
Represent the work sequence and programme, in detail sufficient to plan and monitor
weekly activities at the contractor working level, look ahead programmers, rate: weekly,
biweekly contains cumulative.
Level 4 Site Level (Daily):
The daily progress lists or tick-sheets, which are developed and maintained by each
department, section or trade.
SCL 25)
: Society Of Construction Law Delay And 2112
Disruption Protocol

Core Statements 20 Resolve These Matters And Avoid Unnecessary Disputes
Four Sections Of Guidance. Of Principle
PMP 26)
Project Management Professional
PMBOK PMI: Project Management Institute
5 Process 45 Knowledge Areas 01
Close Out. Initiation

)27
Agreements :
a) Cost Plus:
.
b) Fixed Price / Lump Sum:

Breakdown .
c) Unit Price / Remeasure:
.
d) EPC (Engineering-Procurement-Construction): DESIGN-BUILD,
Turnkey,
.
e) Front-End Engineering and Design (FEED):
)Basic (Or Conventional
Engineering .
f) BOT (Build-Operate-Transfer):
.
g) Joint Venture: Temporary Partnership
Co-Venture
.
)28
FIDIC
2101 NEC, JCT
Obligation
.

Conditions Of Contract For CONSTRUCTION Works Clause 14.1
0895 0888 Clause 8.3