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2 replies [Last post]
Ernesto Montales
User offline. Last seen 1 year 6 days ago. Offline
Joined: 23 Mar 2002
Posts: 65
Good day guys, just want to ask.. What are the basis for the an accelaration? Or how would you set up a programme to take that account... My practice is that I put in the main resources needed in the baseline schedule plus including all the basic assumptions.. Is that enough to claim for acceleration?


E.G MOntales
manila philippines


Ernesto Montales
User offline. Last seen 1 year 6 days ago. Offline
Joined: 23 Mar 2002
Posts: 65
Mr. Ronald Winter,

Thanks for your reply on the subject matter.. It was indeed a great help. The point you made is so clear. Communication is the key.. thanks again..


E Montales
Ronald Winter
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Joined: 4 Jan 2003
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Such a simple question about a very complicated topic.

To begin with, not all acceleration is compensable (I assume that this is the type that you are interested in.) If you are behind in completing the project and you decide to accelerate to avoid having to pay liquidated damages, then this is not compensable. If you accelerate the work by re-arraigning your work plan in a way that does not cost you any additional funds, then this is not compensable (regardless of who was originally responsible for the project being late.)

In compensable acceleration, you only recover any additional costs incurred by your above that you would have spent. Having a baseline layout of expected costs is a good beginning for documenting the amount that you planned to spend. Now, who’s to say that your plan was realistic or not out-of-date? Will your baseline manpower projections stand-up to your actual numbers in areas not affected by your acceleration?

The best way to deal with acceleration is to deal with it openly and at the time of occurrence. You tell the Owner that adding on extra crews for Task XYZ will cost ???? and speed-up project completion by ???? days. You ask the Owner if he or she is willing to pay for the extra cost. You and the Owner should already know (or at least have a reasonable expectation) of who is responsible for any current lateness on the project.

If you are not in agreement as to who is responsible for the current delays, then you have another whole set of concerns. This can lead to “constructive acceleration” on your part when you are forced to accelerate your work under the belief that you don’t know who’s responsible for the delay. If it can later be shown that the Owner was actually responsible and you have given proper notice of your actions, then this is possible compensable as well.

Communication is very important. It is not acceptable for you to ‘set a trap’ and spring it on the Owner at the conclusion of the project. You must communicate your concerns and intent in a clear and timely manner so that the Owner has time to respond before you unilaterally perform any action that you expect to be compensated for in the future. Good Luck!