Extensions of Time

Extensions of time in relation to a Project Planner

Extensions of Time (EOT) can be a complex system to perform if you’re not aware of the logical steps to be taken. One of the main criteria is the contract conditions and you need to be fully aware of all the conditions before you attempt an EOT. Other documents to read carefully are the scope of works that you have undertaken to carry out along with any other specifications that are normally listed in the scope of works doc.
Next the programme that you have produced and I will assume that the client has accepted it as the “Accepted Programme” (Acceptance of the programme is part of the contract conditions that you have signed up to) Do not try to attempt in applying an EOT to any other programme other than the “Accepted Programme” you have been warned!. The time scale for applying for an EOT will again be in the contract conditions/specifications so don’t miss out on a time implication as the consequence could be time/financially disastrous.
I will assume that the programme has been produced by a professional programmer and that risk/float and all other things have been taken into account in producing a robust programme that will stand up to scrutiny when you insert the time delay. Do not mix up time with cost at this stage as time = cost, you can’t apply costs with out time in an EOT so concentrate on the time element first. The cost will come out when the QS gets hold of it, that’s his job not yours.
Now is the time to work out what time duration you are going to apply for. This involves collecting all the information in why an activity or activity’s were delayed, you should have all this info already as a good planner always does, but if not go over all the time delays and fully understand why the activity/s were delayed. The devil is always in the detail so investigate every detail you can so there are no pitfalls. This will make you understand your EOT claim so you can put forward a realistic EOT and be able to answer any question that the client will throw at you. Having confidence in yourself and being to answer any question will in most cases put the client on the back foot and help you in winning an EOT.
Things to remember are: who stopped you from doing something and could you have done something else to progress the activity. This is proactive management and tells the client that you are fully up for delivering the project on time. If you have tried to do this then the client can not come back to you and say why did you not do this that and the other so putting the time delay back onto you.
Before you present your EOT claim to the client, I would advise you practise your presentation within your own company and tweak where necessary. Playing devils advocate here could pay dividends in the long run as the claimant (that’s you) tends to be blinkered in believing that an EOT will be awarded and it’s only a mater of going through the actions (If only I had a penny for every person who thought that).
When you’ve done all of the above it’s time to present your presentation to the client.
The meeting attendees need to be the ones that can award an EOT, if they can’t award you an EOT your in the wrong meeting Doh!
Don’t forget the main person you are presenting to, they will in most cases not be a planner like yourself but the Client Project Manager. He or she may have EOT claim experience so don’t think it’s some dumb blonde you talking to.
This is far the most important time to impress the client on the “Principal” of your claim and explain how you have achieved an EOT. Your PM should have done this before the meeting under the “Contract Conditions” and should form part of your presentation. When this is done its over to the Planner to explain how the programme has been delayed and what impact it has caused. This is normally called the “Cause and Effect” and may result in a small program being produced to emphasise this. Try to keep it plain and simple if you can, then you don’t get lost in the detail. If you have to go in to detail with a complex claim, consider a planner from the client’s side attending indeed the PM might bring along a planner himself. Remember don’t start banging the table and demanding anything, if you start this anybody worth there salt will eject you from the meeting immediately. (keep cool and listen to what everybody is talking about) When you present your EOT to the client, try not to take any question until you have finished your presentation. This is your time so use it wisely to put over why the client should award you an EOT.
If you are awarded the full EOT that’s a result, more than likely another meeting will be scheduled so the client can go away and discuss internally the EOT claim.
Be careful with interim/final EOT awards and how the words in the award letter are put together especially in final awards letters as these could have contractual repercussions.
I will assume that you have been awarded an EOT and now have a new contractual finish date. It’s only now that the QS’s from both sides can really attempt to look at the “actual” costs associated with the EOT. Most look at the costs when they are going through the process of looking at time, is that’s right or wrong is up to the individuals persons concerned and should be a forecast cost until the EOT is awarded.
How you apply the EOT in the programme and programme out the remainder of the contract works is another story but you should be able to achieve programme approval from the client with the revised contract date.
I have not commented on things like acceleration and mitigation to name but a few. The more intricate details on how you achieve an EOT have also not been included in the above as there are so many variables. I would need to write a book to include the details and you would get bored in reading the 3 lines that were applicable to your situation anyway.

I hope the above has helped you understand but a few aspects of being a project planner as it takes some good years experience and training. Planners who are proactive in ensuring how a project can be delivered on time/within cost’s and safely are worth there weight in gold.

A few words of wisdom then:
There are 2 types of planner.
1. Somebody who’s the technical guy who is a software guru
2. Somebody who actively pursues and delivers the project on time.
Which one is correct?
Answer: Not 1 or 2 but a combination of both. That’s what makes a good Planner!

If you want to comment on the above please be positive, if not then don’t.
terry.barber@birse.co.uk