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{"id":900,"date":"2011-08-11T18:34:17","date_gmt":"2011-08-11T23:34:17","guid":{"rendered":"http:\/\/projectprofessionals.org\/?p=900"},"modified":"2011-08-24T19:15:27","modified_gmt":"2011-08-25T00:15:27","slug":"managing-risk-of-delay-%e2%80%93-recognition-and-notice-part-9","status":"publish","type":"post","link":"http:\/\/projectprofessionals.org\/2011\/08\/11\/managing-risk-of-delay-%e2%80%93-recognition-and-notice-part-9\/","title":{"rendered":"MANAGING RISK OF DELAY \u2013 Recognition and Notice (Part 9)"},"content":{"rendered":"

This post is the ninth in a series<\/a> of discussions regarding various aspects of time management<\/strong> as it relates to the risk of delay.\u00a0 More specifically, we have titled the series MANAGING RISK OF DELAY<\/a><\/strong>, since we focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses planning for and implementing recognition and notice as a managerial tool.<\/p>\n

The challenge associated with managing time is common to virtually all projects.\u00a0 This challenge is true for most project management situations.\u00a0 It is intensified in the case of larger and more complex projects as well as fast-track (an ambiguous term) and high technology (similarly, an ambiguous characterization) projects.<\/p>\n

In order to professionally manage time (and, therefore, risk of delay) the manager must have a time baseline [typically a Critical Path Method<\/strong> schedule and a Performance Measurement Baseline<\/strong> \u2013 please see earlier posts on these topics] and a method to recognize variations from the baseline.<\/p>\n

Further, the managerial team must have an effective process to provide timely and compliant notice of the variance to the time baseline.<\/p>\n

Most major Engineer Procure Construct [EPC],<\/strong> Lump Sum Turnkey<\/strong> [LSTK]<\/strong> and Construction contracts contain requirements or provisions for Notice.\u00a0 Simplistically, notice is the act of informing another party to the contract that an important event has (has not) occurred.\u00a0 These events tend to be related to negative consequences.<\/p>\n

As a project\/construction\/contracts\/business manager and similar, it is imperative that you define your project execution approach as it relates to recognition and notice<\/span><\/strong>.\u00a0 The project execution planning, including staffing plan and related execution strategy, must reflect the realities of many factors.\u00a0 Rationalize the project team\u2019s accountability and responsibilities to their skill sets and the intended relationship with other parties.\u00a0 Keep in mind that these same considerations relate to many project interfaces (owner\/developer\/employer to prime contractor; prime contractor to subcontractor; and others).<\/p>\n

In this discussion, I will use two key references:<\/p>\n