Recovery Program to Original Program

Hi Planner Planner,

This is my suggestion, If already loose your track, what u should do is by doing matrix measurement, from there u could get the progress for reporting but litle bit tedious, In mean time u should do recovery programme and resubmit to the client for acceptance , include reason of impact in your schedule that cause of delay.

Hi there again,



I think the point there is not whether forcing the subcontractor to follow something is valid or not. Assuming its valid then those posted previously were the ideas of our colleagues.



However, its may not be proper to address it as "forcing", it can be "requiring".



Mr. Charleston’s point is true depending on the situation and contract condition.



In cases of a common general contractor-subcontractor agreement, the main contractor always have the right to "require" their subcon to implement the contract programme and any "revision", "update" (either as recovery or accelaration) as usually stated as sub-clause of the main programme clause.



Recovery or accelaration, there’s no difference in the clarification of Mr. Planner since the only question there is how to present a more realistic progress/status of the project. In which, most of us gave their ideas. Nothing wrong, we’re in a discussion:)



Good day guys!

Hello everyone,



Please re-evaluate te premise at the start of the thread.



Place importance on the statement "therefore we forced the subcontractors to develop a program for the remaining works ..."..



There is an element of contract law called a.) Under Duress b.) Undue Influence. While it is not specific what "forced" was used, in the event that the force involve criminal threat then this falls in the category "Under Duress" or in the event that force involve the nature of the position of one party to influence the other party, then this falls under the category "Undue Influence".



As a consequence of this event (Under Duress or Undue Influence"), one party was forced "against his will" to arrive at a recovery program with the knowledge that it was not realistic. THE RECOVERY PROGRAM THAT WAS FORWARDED IS NOT CONTRACTUALLY BINDING TO BOTH PARTIES.



In this case why proceed to compare progress of the recovery program when contractually it has no relevance to both parties. Or, why bother for a recovery program that is not contractually enforceable.



The comparison is just a mathematical exercise. The formula maybe correct or wrong is immaterial. The exercise is just a waste of time. Nobody is serious.

Hi Roger,



I agree with how "just me" compute the progress. Portion of the balance plus the last progress before the recovery.



You have the original which is now delayed. From the original, you prepared a recovery by changing the logic of the balance of the programme to still achieve the forecast completion of the original.



For your working file, your original will still be the baseline, your recovery will be your 2nd baseline, a copy of your recovery will be your current or your update.



1. Plan % will be from the 1st baseline.

2. You can have revised planned % from your recovery (2nd baseline),

3. actual% will be from the copy of the recovery which you update every cutoff date.



This is for you, to monitor the performance of the recovery progamme if its going along to what is planned for recovery.



Now to give the management the status, plan% should still be from the original baseline, actual is from the update of the recovery.



Its better not to show the plan from the 2nd baseline to avoid confusion unless they asked for your planned% from your recovery.



Hope this helps also:)

I want to share my experience related to recovery program...



Original program has its own field of date of completion, on the other hand you need to remember a recovery plan may defer or may not on the date of completion.

The best way to do is, if you made a recovery program you must stick to it as a new baseline of your schedule as to what commitment to a new date to finish the job

Overall Progress Calc is



Total Actual % todate = 55% + (18%*45%)

Total Planned % todate = 55% + (20%*45%)



Planned from Original = ...

Planned Recovery = 64 %

Actual to Date = 63.1 %





I Personnally Prefer an Other Method and That is to have my Recovery Schedule Report back into My activity’s of My Original Schedule. (Earned value).



Is you recovery schedule not the same Activity’s just with Shorter Duration & Other resources with logic veraince.



Cheers

Hi PLanner,



What was interesting today, was another experienced planner, and myself went for a site walk, (he works for the client), and the main topic of discussion was how to present progress, the issue being is that management in general do not understand the topic, and as a result you have to find ways of presenting the facts. The solution is to educate them into understanding the methods of obtaining progress, and make sure they are comfortable with the system. Thus you can obviate the most basic problem of panic when they perceive things incorrectly.

Once you have gone to the stage of re-scheduling, the panic starts, and it is a pshycological game until you get them out of the panic mode.



Hope you have a good psychology book on hand



Regards

Hi Planner,

Convince your top management about your present situation, quantify your delay and "force " the top management to accept your recovery schedule to report progress.



Be practical and project the facts.



Regards.

Dear Planner(sq),



You cannot confuse your Top Management and be clear and confident that actual progress is as per the remaining works’schedule, as indicated by Roger, which is reflecting the actual realistic factual situation.



Regards,

J. Daniel

Blockwork progress for ’top management’,



Actual 18%

Planned 20%



Roger

Hi,



Roger is quite correct, however, if you have agreed a recovery schedule, this is what you should be evaluating the progres against. I have one difficulty with you original posting, you use the word forced, the point is you cannot force a three inch piston through a two in cylinder. The thing to do is be practical, if you have lost time, quantify it and if you have to live with the problem accept it, or otherwise you will have to pay the price, hence my answer in the first place. There is no magic wands in this business, so work out the best solution, unfortunately that is the job of the planner.



Regards

Report against both programmes.



The original programme was the original intent,so report actual progress achieved against planned at the same data date.



The contractors recovery programme, is his programme to recover time (for whatever reason). Again, report actual progress achieved against planned at the same data date.



The forecast completion date of the recovery programme should be used as the ’best’ anticipated finish date for the project.

If slippage treading to adverse condition, it is required to revised the schedule, prior to revised, there will be many factor to be take in to account. Like contractual impact, time, capacity of contractor, construction methodology, construction management etc.



For revise, u has to site with the subcontractor’s management and discusses and find out realistic recovery options and revised your master program.



If management does not except you recovery program, u can used recovery as monitoring program, while reporting u can show both.





Good luck

Don’t believe the software think for yourself