- Causes of project failure
- Forensic analysis and reporting
- Claims & Expert Witness
- Casewatch Publications
- Useful External Web-links &
Resources.
Other related sections of the PMKI:
- Mosaic's Dispute Management and Support Services
Ashurst's Scope for Improvement series of reports
focused on major Australian construction projects with an
average value in excess of $400 million. Issues identified
included inadequate scoping (on average 20% was missed)
and inefficient risk allocation. Almost 50% of the
projects finished late and experienced significant cost
overruns. Unfortunately, nothing much has changed in the
intervening years and the advice and findings in these
reports are still relevant today.
- 2006
report
- 2008
report
-
2011 report
- 2014
report
Blg:
Defining Project Scope. If a project’s
client cannot ask for what it needs, the project team is
highly unlikely to deliver what’s wanted!
Blg: Scope for improvement 4. A summary of the 'scope for improvement' reports.
Blg: Scope for improvement 4 pt2. The management and delivery of mega projects in Australia; focused on the interlinked topics of productivity, innovation and training.
Blg: Project or Management Failures? (sources of project failure). The question this blog asks is how many project failures are caused by project management shortcomings and how many failed projects were set up to fail by the organizations management?
Prs: Trust: a tale of two constructions. This blog contrasts Wembley Stadium to the construction of Heathrow Terminal 5 where collaborative contractual arrangements lead to an on time, on budget construction outcome that is unprecedented for a £4 billion airport terminal.
Aspects of project management that are primarily focused on understanding the causes of project issues and problems and/or developing and assessing the implication of issues or problems.
PP: Assessing Delay and Disruption - Tribunals Beware. Delay claims, linked to disruption and acceleration cost claims are common. This paper is designed to help ADR and legal professionals understand the options available to disputants in assessing ‘delay’ to help them quickly cut through the fog of expertise present in many major disputes to achieve a speedy determination.
PP: Delay, Disruption and Acceleration Costs. This paper examines the theoretical underpinnings of ‘delay and disruption’ costs.
Blg: Dealing with client delay. Preventing or minimizing client induced delay is a common issue. Whilst this type of delay can never be completely eliminated, they can be reduced by applying this pragmatic six stage approach.
WP: Concurrent and Parallel Delays. A review of independent, serial and concurrent delays.
PP: Concurrent Delays
in Contracts. The concept of concurrent delay
is a strongly contested topic in the building and
construction industry. The aim of this paper by Jim Doyle
is twofold. The first is to identify the variety of
principles or methodologies that may be followed in
resolving parallel delays disputes. The second is to
outline the various practical aspects relating to dealing
with concurrent delays disputes (see the original 2005 paper).
- Navigant
Consulting: Focus on Southeast Asia
- Navigant
Consulting: Comparison of English and U.S. Law
- Navigant
Consulting: Concurrent Delay and the Critical Path, the
AACE Protocol
- Navigant
Consulting: Concurrent Delay (USA).
PP: Defective Work
Claims. This paper canvases both contractual
and common law aspects of making and defending claims for
defective work.
PP: Balanced Baselines - A Fairer Allocation of Uncertain Risks. The use of a Geotechnical Baseline Report (GBR) in the construction contract provides the parties to the contract with a mutual understanding of the subsurface site conditions (the baseline).
Mosaic provides expert assistance in the preparation and defence of claims. See more on our Dispute Management and Support Services page.
WP: Dispute Management in Contracts. An overview of the options and consequences of disputes.
Blg: Using a Risk Management approach for Assessing Claims. Balancing the inevitable costs of pursuing a claim against the possible gains is a difficult but necessary decision before moving forward.
Art: Fairs Fair - Process & Procedural Fairness. When you have to deliver bad news to a person, the processes you use are at least as important as the decision you have made.
CRC For Construction Innovation (closed 2010), a Guide
to Leading Practice for Dispute Avoidance and Resolution
reports:
- Guide
to Leading Practice for Dispute Avoidance and
Resolution: An overview
- Guide
to Leading Practice for Dispute Avoidance and Resolution
- Dispute
Avoidance and Resolution (literature review)
- An exploratory study of project dispute
pathogens (journal article)
- Causal
Ascription of Disputes (report)
- Causal Modelling of Construction
Disputes (refereed conference paper)
- Strategies
for Dispute Avoidance (report)
Casewatch publications are a brief topical report on
recent Australian cases in the construction, development,
and project industries.
Click through to the full
listing.
The Society of Construction Law (SCL) Delay and
Disruption Protocol provides guidance to all parties to
the construction process when dealing with time/delay
matters. The SCL Protocol can be downloaded from: https://www.scl.org.uk/ (free for
personal use).
See also the Guide
to Good Practice in the Management of Time in Major
Projects.
Doyles Construction Lawyers: https://doylesconstructionlawyers.com/
Australian legal forms: https://lawlive.com.au/
