Experience Matters

Analyzed a contractor’s $8 million delay and disruption claim against the owner of a 4x2 combined cycle power plant in Fairfield. The scope of the work included a detailed CPM schedule analysis to determine delay and acceleration responsibility.

Performed an entitlement and schedule analysis on a $60 million dispute arising from a steel mill expansion project. Reviewed RFIs, drawing changes, and change orders to identify and apportion schedule impacts.

On behalf of a contractor, analyzed damages to rebut a $52 million claim from the owner on a large wastewater tunnel. Audited and reconciled $166 million in actual costs versus an after the fact estimate of $114 million.

On behalf of an insurer, evaluated property damage claims associated with flood-damaged industrial buildings and manufacturing facilities following a flood. Prepared comparative cost estimates for the damaged equipment and facilities to test the reasonableness of the damage claims alleged by the owner.

On behalf of an owner, performed analyses and prepared expert reports regarding schedule delays and increased costs associated with an EPC contractor’s $138 million claim on a gas plant expansion project. The work involved correction of the contractor’s baseline schedule and schedule updates, assessment of impacts allegedly due to change orders, welding defects, late delivery of drawings by the owner, and contractor performance problems. Prepared time impact and As-Built But-For Schedule Analyses to address time extension entitlement, compensable delay, and loss of productivity. Developed a chronological database and assisted the law firm with witness statements and document disclosure requests. Completed a comparative assessment between the project’s radiography records for the rejected pipe joint welds, and the results that were developed from the owner’s radiography expert’s interpretation of the films. Evaluated the opposing experts’ schedule delay and damages analyses and assessment of responsibilities for project management performance problems. Performed extensive schedule quality assurance review studies of the contractor’s contemporaneous EPC project schedules to ensure that these schedules could be used for delay analysis. Identified and documented numerous problems with open-end activities, overuse of constraints, missing original scope, incorrect as-built dates, missing as-built dates, and missing logic links. The dispute was resolved prior to arbitration.

Retained by a major U.S. oil company to evaluate the status, record keeping, schedules, and costs relative to the design and construction of hulls and topsides for two oil and gas processing offshore platforms being constructed in Korea for installation offshore Angola. The evaluation followed a visit to the contractor’s fabrication yard and focused on the analysis of cost overruns, schedule delays, and entitlement, and an assessment of the potential for claims from the prime contractor.

An EPC contractor designed and supplied two 300 MW Circulating Fluidized Bed (CFB) boilers to replace oil and gas-fired boilers, as well as boiler islands on two units. Engaged to prepare a schedule delay analysis related to a claim filed for an equitable adjustment of the contract price on behalf of the EPC contractor against the owner. The project team later made a presentation for mediation to the owner on the EPC contractor’s behalf.

On behalf of an owner, performed an in-depth integrated cost and schedule risk analysis for a CAD$14 billion oil sands project. Added logic ties and key interface milestone details into the Level II schedule to develop a Risk Analysis Schedule. Provided an assessment as to whether the current schedule and cost forecast was achievable. Provided a “to go” risk analysis on schedule and cost for each project area as well as an assessment of the overall cost (including indirects) and schedule risks. Evaluated current trends in the schedule and cost forecast including field productivity effects. Reviewed the project control processes, provided an assessment including: evaluation of systems/flow of data from EPCs/GCs to the owner, change management processes, and contracts processes for back-charging and processing of claims. Reviewed how material quantities were being managed. Delivered recommendations to further de-risk and improve the probability of achieving project goals.

Reviewed an owner’s contract for the engineering, procurement, and construction of a chemical plant. Recommended changes to project management, scheduling, and project controls provisions to improve the owner’s visibility into the progress reporting on the project. Provided a Claims Prevention Seminar.

Assisted an owner in performing its due diligence of cost estimates and schedules by: (a) validating that the estimations of asset management costs were based on a “Class 2” estimate as defined by the Association of Advancement of Cost Engineering International (AACEI) and (b) reviewing refurbishment schedules to ensure that there were no contingencies in the integrated base schedule.