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Monthly Archives: December 2022

Concurrent Delays – UK High Court Decision Supports SCL Protocol

Our White Paper Concurrent and Parallel Delays sets out the basic framework for considering this complex area of contract law. Download from: https://mosaicprojects.com.au/WhitePapers/WP1064_Concurrent-Delays.pdf

A recent decision by the English and Wales High Court in Thomas Barnes & Sons PLC v Blackburn with Darwen Borough Council [2022] EWHC 2598 (TCC), confirms the contentions in our White Paper, and brings a breath of common sense to the consideration of EOTs and the associated delay costs when there are delays occurring in parallel.

The central elements of the dispute arose out of a contract between Blackburn with Darwen Borough Council (Council) and Thomas Barnes & Sons Plc (TB) to construct a new bus terminal in Blackburn (Project). The Project suffered significant cost increases and delays for which TB claimed extensions of time. The Council denied TB’s claims, terminated the construction contract for delay and appointed a replacement contractor to complete the works. TB subsequently commenced proceedings against the Council for monies said to be due under the contract on a proper valuation of the works done at termination (including delay costs due to prolongation) as well as damages for wrongful termination.

The case revolved around two competing causes of delay to the Project. The first, which supported TB’s EOT claim and for which the Council was responsible, was caused by deflection issues within the steelwork that required investigation and remediation which ultimately delayed subsequent activities on the critical path. The second, for which TB was responsible, arose out of delays to TB’s roof covering works, which the Council alleged caused concurrent delay to the critical path at the same time as the steel deflection delay.

Both parties relied on expert delay evidence and each expert adopted methodologies in the Society of Construction Law Delay and Disruption Protocol to undertake their respective analyses. The judge, in assessing the methods of the opposing experts, stated that ‘[109]. ….irrespective of which method of delay analysis is deployed, there is an overriding objective of ensuring that the conclusions derived from that analysis are sound from a common-sense perspective‘. As a consequence of the experts’ diverging opinions, the judge stated that the court would need to come to its own conclusion as to whether the steel deflection delay and the roof covering delay were concurrent.

Despite the fact that the roof covering delay was resolved while the steel deflection delay was ongoing (and did not cause an independent delay to the critical path), the court determined that the delays were in fact concurrent, stating:

‘[140]. In my judgment this is a case where these causes were concurrent over the period of delay caused by the roof coverings. That is because completion of the remedial works to the hub structural steelwork was essential to allow the concrete topping to be poured and the hub SFS to be installed, without which the hub finishes could not be meaningfully started, but completion of the roof coverings was also essential for the hub finishes to be meaningfully started as well. It is not enough for the claimant to say that the works to the roof coverings were irrelevant from a delay perspective because the specification and execution of the remedial works to the hub structural steelwork were continuing both before and after that period of delay. Conversely, it is not enough for the defendant to say that the remedial works to the hub structural steelwork were irrelevant from a delay perspective because the roof coverings were on the critical path. The plain fact is that both of the work items were on the critical path as regards the hub finishes and both were causing delay over the same period.’  Further, the court stated that TB could not seek to use the steel deflection delay as ‘a convenient hook on which to seek to hang all of the delay to the works’. To do so ignored the fact that there was also a problem caused by the delays TB suffered to the roof coverings, which was itself a cause of delay to the critical path.

When considering concurrency, the Society of Construction Law Delay and Disruption Protocol, 2nd edition (SLC Protocol) simply requires the delays and their effects (or parts of the delays and their effects) to be experienced at the same time for concurrency to exist. It has two relevant sections which appear to have been followed by the Judge:

10. Concurrent delay – effect on entitlement to EOT

True concurrent delay is the occurrence of two or more delay events at the same time, one an Employer Risk Event, the other a Contractor Risk Event, and the effects of which are felt at the same time. For concurrent delay to exist, each of the Employer Risk Event and the Contractor Risk Event must be an effective cause of Delay to Completion (i.e. the delays must both affect the critical path). Where Contractor Delay to Completion occurs or has an effect concurrently with Employer Delay to Completion, the Contractor’s concurrent delay should not reduce any EOT due.

14. Concurrent delay – effect on entitlement to compensation for prolongation

Where Employer Delay to Completion and Contractor Delay to Completion are concurrent and, as a result of that delay the Contractor incurs additional costs, then the Contractor should only recover compensation if it is able to separate the additional costs caused by the Employer Delay from those caused by the Contractor Delay. If it would have incurred the additional costs in any event as a result of Contractor Delay, the Contractor will not be entitled to recover those additional costs.

Applying the fundamental principal in the SLC Protocol that separates disruption and delay costs from the consideration of EOTs, the court held that:
(n) EOT and prolongation – conclusion [157]. The claimant is entitled to an additional EOT of 119 days (or 17 weeks), but to prolongation of only 27 days. After allowing for the EOTs already granted and agreed, which take the completion date to 13 April 2015, that would entitle the claimant to a revised completion date of 10 August 2015.

The overall period of the roof covering delay included a 31 day delay in starting the roof covering work and an increased duration of the roof works of 26 days compared to the original plan. In considering these contractor delays, the judgement seems to imply ‘pacing’ is not a valid basis for not considering (or reducing) concurrent contractor delays that are in parallel with client delays. TBs expert claimed: “there may have been some works to the externals that could be progressed, however this would not change my opinion that the [steel] works were critical in delay and that it was within TBS’s gift to pace any non-critical works”.

The Judge in considering this opinion stated: ‘[133]. If by this [the expert] meant to suggest that the roof coverings could have been progressed but they were non-critical and could have been performed in a more leisurely manner as a result, this seems to me to ignore the fundamental fact that throughout the crucial period from October 2014 through to January 2015 the claimant could not have known how long the remedial works to the hub steelworks would take and could not therefore reasonably have proceeded on the basis that there was no need to worry about the roof coverings until the hub steel deflection issue was completely resolved’. This part of the judgement clearly sets a high bar for any ‘pacing’ claim to be successful.

Also, implicit in the court’s reasoning is a rejection of the ‘first in time’ approach to assessing concurrent delay in favour of the pragmatic approach in the SCL Protocol that does not allow either party to benefit from a fault on its part. 

These decisions are likely to be significant in the UK, Australia and most Commonwealth Jurisdictions. For more on concurrent and parallel delays see: https://mosaicprojects.com.au/PMKI-ITC-020.php#Concurrent.

An augmented version of this post is now available at: https://mosaicprojects.com.au/Mag_Articles/AA027_Concurrent_Delays-UK_High_Court.pdf

Another aspect of this and several other judgements dealing with the way expert evidence is being treated by the courts can be downloaded from: https://mosaicprojects.com.au/Mag_Articles/AA028_Delivering_Expert_Evidence.pdf

Bar Charts invented by Joseph Priestley in 1756

In a number of the papers that we’ve produced looking at the history of project controls, we have asserted the concept of a time scaled bar chart was the invention of Joseph Priestley in 1756. The information in this post tends to confirm this view.

The core element of a bar chart is a line of scaled length, where the length equates to its duration in relation to a date scale – the length of the bar represents it duration and the date scale places the bar in time. Priestley, uses this concept first in his Chart of Biography (1756) and then in his A New Chart of History (1769). Later, William Playfair incorporated and enhanced Priestley’s ideas in his ‘Commercial and Political Atlas’ of 1786.

The Chart of Biography (above) seems to be an original concept developed by Priestley to augment his teaching of history. It accurately registers the lives and deaths of two thousand famous men on a scale of three thousand years in “universal time”. The original chart is approximately 1 meter long and seems to be designed for review and reflection by students after a lecture. However, the concept of a ‘chart of history’ predates the work of Priestley.

One early example is the work of Francis Tallents, an English Minister and teacher from 1685:

Another is the work of Cartographer Thomas Jeffreys, from 1753:

Priestly also mentions an earlier French Chart, in the handbook that accompanied the New Chart of History, but without specific attribution – a digitized version of the 1777 version of handbook to accompany A New Chart of History can be downloaded from: https://mosaicprojects.com.au/PMKI-ZSY-020.php#Barchart Apart from improved accuracy the major differences between A New Chart of History (below) and the earlier charts above are the orientation, and consistency of the date scale between Priestley’s two charts, and improved use of notations and colours:

For more on these charts from a design perspective see A Design Journal – Research, Sketches & Projects of Patrick J. O’Donnel at: https://pjodonnel.wordpress.com/2015/11/02/design-history-joseph-priestley/

From a project controls perspective, Priestley’s comment on his Chart of Biography that “…a longer or a shorter space of time may be most commodiously and advantageously represented by a longer or a shorter line” and the use of ‘swim lanes’ to categorize information appears to neatly sum up the core essence of modern bar charts. 

For more on the history of bar charts and scheduling see: https://mosaicprojects.com.au/PMKI-ZSY-020.php#Barchart

CPM Schedules have limited use in horizontally distributed projects

Our recently uploaded presentation Scheduling Challenges in Horizontally Distributed Projects looks at the challenges of scheduling, managing, and claiming delays in, horizontally distributed projects. The issues in this type of project are similar to the problems encountered in managing project being delivered using an Agile approach using traditional forms of contract. The presentation linked below is the start of a journey, we have a series of in-depth papers planned for 2023 – watch this space. 

Horizontally distributed projects have two dominant characteristics, the majority of the work is comprised of a series of physically separated units that are similar or identical in design, and the logical dependencies between the different units are either non-existent or minimal (think of an off-shore wind farm). In this type of project, most of the components are identical and can be used anywhere, which means the work can be planned in almost any sequence, and that sequence can be easily changed at almost any time. This type of project is not well supported by either traditional CPM scheduling, ‘line of balance’, or other traditional project controls paradigms. The challenge is compounded by the fact that some projects are suited to the underlaying principle in CPM that there is one best way to plan and deliver the works, others (typically distributed and/or agile) have no pre-set requirements for the work sequence and others have some level of mandated logical sequence that affects some parts of the work, but not others.

We suggest the primary consideration in planning and managing a distributed project is optimising resource flows. The consequences of re-sequencing if needed are not based around traditional CPM logic, rather the loss in resource efficiency which is much more difficult to assess and measure. This is particularly true when you need to separate productive efficiencies under the control of the contractor from disruption caused by the re-sequencing.

This initial presentation defines the concept of a horizontally distributed project, and then based on some practical examples, highlights the challenges of assessing delay and disruption based on traditional paradigms of CPM scheduling. It will conclude by offering suggested ways to adapt project controls and contractual requirements to provide a sensible assessment of project delays.

This sets the framework for the papers we have planned for 2023 which will:

  1. Generalize the problem and consider the scheduling Challenges in Agile and distributed projects
  2. Develop options for predicting completion in Agile and distributed projects drawing on a range of alternatives in both Agile and other methodologies.
  3. Consider the challenges faced by tribunals and courts in assessing delays in Agile and distributed projects 

Download the initial presentation from:  https://mosaicprojects.com.au/PMKI-SCH-010.php#Issues-A+D

Risk Management Update

Mosaic’s risk management pages have been reorganized and updated. All of the papers are available for downloading and use free of charge.  There are also free samples of a couple of useful spreadsheets for assessing risk and planning the management of important risks. 

The risk section of our website is now in two parts:

Risk Management covers the processes involved in the identification and management of risk within a project or program to achieve and maintain a risk profile acceptable to the key stakeholders: https://mosaicprojects.com.au/PMKI-PBK-045.php 

Risk Assessment covers the techniques and tools used to calculate and assess the risk exposure of a project or program: https://mosaicprojects.com.au/PMKI-PBK-046.php