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中立的第三方调度程序的案例
当要求延长时间时，大多数施工合同都需要准备时间影响分析（TIA），在该分析（TIA）中，意外或更改的工作将插入时间表中，以证明更改对时间表的影响。
从理论上讲，TIA听起来像是一种简单而优雅的方法，可以解决延迟并确定公平的时间扩展。但是，实际上，基于TIA的批准的时间延长是罕见的。正如“ Seinfeld”的拉比·格里克曼（Rabbi Glickman）的角色会说，被批准的TIA是一个神话，例如Yeti或他的北美堂兄Sasquatch。在建筑行业工作了20多年之后，我尚未参与一个项目，该项目是TIA或兄弟姐妹，所谓的影响计划的分析，遵循合同或已发布的指南，并在没有杂技或无兴奋剂或诉讼。
The starting point for most time-extension disputes is responsibility for the delay, which is a debate as old as the construction industry itself (see "Roman Coliseum Plagued by Delays, Plague," ENR, June V, LXXIX). In the rare instances when the parties do agree on entitlement, an array of contractual hurdles must be cleared before most owners will even consider granting a time extension, regardless of the delay-analysis methodology used.
我的公司PKR Consulting最近从事一个项目，在该项目中，由于各种各样的感知技术，所有者的代表似乎在避免时间延长方面感到不愉快。在诉讼期间，我们发现内部电子邮件开玩笑，以了解“朋友不让朋友”授予时间延长。假设承包商成功地浏览了合同的程序迷宫或绕过过度狂热的所有者的代表，则TIA迫在眉睫，这是像黄金羊毛一样追求时间延长的最终挑战。
Experienced Schedulers Missing
TIAs are often unsuccessful for reasons too numerous to enumerate here. However, foremost among those reasons, many contractors do not employ experienced schedulers. As a result, schedules and TIAs are so seriously flawed that they cannot be used to evaluate delay. On some projects, I have wondered if the contractor could spell "TIA," let alone prepare one. Most contracts specify that TIAs must use the accepted schedule in place at the time when the delay arose. Since some projects never have an accepted baseline—let alone an accepted schedule update—the parties may not have a starting point for such an analysis. More troubling, an unscrupulous owner can use improperly rejected schedule updates as a pretense for rejecting TIAs.
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Assuming an accepted, contemporaneous schedule does exist, the activities that get inserted into the schedule become the next sticking point. Known as a "fragnet," or "fragment of a network," the activities representing the change must have reasonably estimated durations with sound logic ties to existing activities. Getting the parties to agree on fragnet activities and logic is often a TIA's undoing.
TIA对于证明未来的影响最有用，以便项目参与者可以决定最佳的行动方案。但是，无论延迟何时发生，大多数合同都需要所有时间扩张请求的TIA。由于TIA预测的修订计划很少会复制实际发生的事情，因此许多所有者使用20-20 Hindsight和任何差异作为拒绝的基础。
那么，所有者和承包商可以做些什么来使TIAS起作用？虽然中立的第三方项目调度程序将根据我在ENR中提出的（7/23/12）以来的采用率来解决上面确定的许多问题，但我很早就退休了，然后中性调度程序是普遍存在的新利18备用。
Nevertheless, there are steps the industry can take to improve the TIA process. Contractors could better train personnel so that scheduling is performed with more competence. We must enforce contract provisions that require an experienced scheduler to be on-site. On most major projects in the industry, the owner has retained a representative with scheduling expertise. Why not require the owner to prepare a TIA within the same time constraints as the contractor? In doing so, the parties would at least have a starting point to discuss the technical merits of each party's TIA. If such changes were implemented, TIAs might result in more equitable time extensions and fewer futile exercises chasing a myth.
Kurt Rossetti, P.E., CCP, is the founder of PKR Consulting, Inc., a construction management and litigation consulting firm in San Francisco. He can be reached atkrossetti@pkrconsulting.com。
