Why Facts, Evidence, and Common Sense Matter More Than Software for Delay Experts
Delay analysis is a vital process in construction disputes. When a project runs late, everyone involved—clients, contractors, and subcontractors—wants to know why. That’s where delay experts come in.
Traditionally, many turn to software programs and methodologies to figure it out. However, these tools are only as good as the information fed into them. Without clear facts, solid evidence, and a good dose of common sense, even the most sophisticated delay analysis can lead to confusion rather than clarity.
In the experience of Accura Consulting delay experts, a focus on evidence and logical reasoning is often a better approach than relying on programs alone.
Three Foundational Elements to Delay Analysis
Delay analysis is all about understanding what caused a project to fall behind schedule and how those delays impacted the overall timeline. To do this, we need to:
Identify the cause of the delay.
Measure the effect on the project.
Determine who or what was responsible.
Many professionals believe that delay analysis requires complicated programs to get to the truth. But the reality is simpler: the core of any good analysis is facts and evidence. Programs can help organise the data, but they can’t replace clear thinking or reliable information.
Why Facts and Evidence are Paramount
At the heart of any delay analysis is a simple question: “What actually happened?” To answer this, we need facts. These include:
Project Programs: The original plan and updates showing what actually happened.
Site Records: Diaries, daily logs, or reports about work on-site.
Contracts: Documents outlining responsibilities, timelines, and deliverables.
Communication: Emails, letters, and meeting notes discussing delays or issues.
Facts and evidence are vital because they provide a clear picture of the events as they unfolded. For example:
If a key delivery was late, there should be evidence, like a delivery note or correspondence with the supplier.
If bad weather caused delays, site records or weather reports can confirm this.
Without evidence, any analysis is just speculation. Software can’t invent facts—they rely on the data you give them. If the input is wrong, the output will be misleading.
Common Sense is Crucial
Delay analysis isn’t just about data; it’s about making sense of that data. This is where common sense comes in. It helps you ask the right questions and draw logical conclusions.
For example:
If a project is delayed because a material wasn’t delivered, common sense asks: Why wasn’t it delivered? Was it ordered late? Was the supplier at fault?
If tasks are running behind schedule, common sense considers: Were there enough operatives on site? Was the equipment faulty? Were there communication issues?
Software often follow rigid rules, but real-life situations don’t always fit neatly into those rules. A delay might have multiple causes or knock-on effects that require human judgment to understand.
Even with strong evidence, delay analysis requires logical thinking. Common sense helps you:
Spot gaps in the evidence.
Consider alternative explanations for the delay.
Focus on the most important factors affecting the project.
For example, if a contractor claims bad weather caused delays, common sense asks: Was the work dependent on good weather? Could they have done other tasks instead?
The Problem with Over-Reliance on Programs
Delay analysis programs are useful tools, but they have their limits. Here’s why they shouldn’t be relied on too heavily:
1. Software Can’t Think for You
They are designed to process data, but they don’t understand it. They can’t tell you if the data is complete or accurate. They also can’t apply common sense or make logical leaps based on experience.
For example, a software program might flag a delay as “critical” because it affects the project’s timeline. But it won’t tell you if that delay could have been avoided with better planning or communication.
2. Garbage In, Garbage Out
If the data entered into a computer program is incorrect or incomplete, the results will be meaningless. For example:
If you don’t account for a late delivery in the program, it won’t consider it in the analysis.
If your baseline schedule (the original plan) isn’t realistic, the analysis will be flawed from the start.
3. Over-Complication
Computer programs can sometimes make things more complicated than they need to be. They produce charts, graphs, and reports that look impressive but may not add real value. In contrast, a straightforward explanation backed by evidence is often easier to understand and more persuasive.
4. Costs and Expertise
Delay analysis software can be expensive and often requires specialised training to use effectively. For smaller projects or straightforward delays, this investment might not be worth it.
Each cause should be supported by evidence, like emails, delivery notes, or site diaries.
Step 4: Measure the Impact
Next, calculate how much time the delay added to the project. Focus on the critical path—the tasks that must be completed on time to keep the project on schedule.
For example:
Cause: A storm stopped work for three days.
Effect: The critical path tasks were delayed, pushing back the project by three days.
Step 5: Explain Your Findings Clearly
A delay expert must present their findings in a way that makes sense to everyone. Use plain language and show evidence for every conclusion. For example:
“The project was delayed by two weeks because the steel beams arrived late. Delivery records show they arrived on [date], which delayed critical path tasks.”
A Practical Evidence-Based Approach is Beneficial
So, if programs aren’t the answer, what’s a better way to analyse delays? Here’s a simple, practical approach based on facts, evidence, and common sense:
Step 1: Gather Evidence
Start by collecting all the relevant documents, such as:
The project programs (original and updated).
Site diaries and daily reports.
Photographs
Contracts and correspondence.
The more evidence you have, the clearer the picture becomes.
Step 2: Identify the Delay
Look at the schedule and pinpoint where the project went off track. For example:
Did a key task start late?
Did it take longer than planned?
This helps you focus on the specific events causing the delay.
Step 3: Find the Cause
Using the evidence, figure out why the delay happened. Ask questions like:
Was there a late delivery?
Were workers unavailable?
Was the design changed mid-project?
Each cause should be supported by evidence. For instance, a delivery note or correspondence can confirm if materials were late.
Step 4: Measure the Effect
Once you know the cause, determine how it affected the project. Did it delay critical tasks? Did it have a knock-on effect on other parts of the project?
Step 5: Present Your Findings
Finally, explain your analysis in clear, simple terms. Focus on cause and effect, and back up your conclusions with evidence.
For example:
Cause: Heavy rain stopped work for three days.
Effect: This delayed critical path tasks by three days, adversely impacting the date for completion.
Evidence and Common Sense Are a Recipe for Success
An evidence-based approach combined with common sense is better than relying solely on computer programs because:
It’s Flexible: It works for projects of any size or complexity.
It’s Transparent: Decisions are based on facts, not black-box calculations.
It Builds Trust: Clear, logical explanations are easier for clients and stakeholders to understand and accept.
Final Thoughts
Delay analysis doesn’t have to be complicated. By focusing on facts, evidence, and common sense, you can get to the root of the problem without relying on expensive programs or overly complex methodologies.
Remember: Programs are tools, not solutions. The real key to effective delay analysis is understanding the cause-and-effect relationship behind the delays and backing your conclusions with solid evidence.
If you’re dealing with delays on your project and need help making sense of them, feel free to reach out. Together, we can uncover the facts, find the solutions, and move forward with confidence.
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