Schedule delay

While most companies within the process industries recognize the importance of information technology in managing their businesses, this technology has been a source of considerable frustration and disappointment. Schedule delays, cost overruns, and failure of the final produc t to perform as expec ted have often eroded the credibility of information technology. However, immense potential remains for the technology, and process companies have no cnoice but to seek continuous improvement. 

A high premium should be placed on capturing and disseminating lessons learned from JACADS closure. To the extent possible, other disposal sites could incorporate applicable JACADS experience in their original permit applications or in early permit modifications doing so would help avert indecision and potential schedule delays and additional cost impacts associated with late permit modification development and processing. 

Recommendation 3-1. The Army should develop a process and schedule to determine when a decision must be made between the off-site transport of energetics or their on-site disposal in a deactivation furnace system. To avoid schedule delays, the decision mechanism must account for uncertainties in the permitting process. 

The scope of the CRS validation must be defined. For a stand-alone application on a stand-alone computer system, this maybe straightforward. If there are any interfaces with other systems, however, the scope becomes more challenging. A clear definition of the VMP scope will help prevent misunderstandings and scope creep that can cause significant schedule delays. Consider such questions as... 

Please note that the schedule delay feared at the conceptual estimate did not materialize and the construction duration has been reduced to 8 months. 

If time is of utmost importance, a negotiated contract would be the quickest way to get a project rolling, at a price. Conversely, a competitive contract would result in lower costs and a potential schedule delay. 

When the scope is defined in sufficient detail, the lump sum approach would minimize Owner s risk as well as project schedule, sinee contractors normally assign their best and most productive personnel to the lump sum work. Lump sum contracts are more appropriate for construction work, especially when the scope can be divided into discrete parts of homogeneous composition. However, they are not recommended for EPC work because of the potential schedule delay and additional costs to both owners and bidders. 

Failure to perform these activities within the project time frame will result in schedule delays and a corresponding impact on engineering and construction costs. A compromise option, worth considering, would be to carry the in-house work up to the issue of purchase orders and assign all the follow-up and delivery responsibility to the engineering or the construction contractor. 

Additions and deletions must be handled by adjusting the number of work hours. In the case of additional work this can be done either with overtime or increasing the work force. If it becomes apparent that these measures cannot keep the project on the right track at a reasonable cost (within the contingency allowance) it is time to bite the bullet and inform management of the schedule delay and the cost impact and risks of trying to maintain schedule at all costs. 

Exposure to schedule delay costs (offshore operations)... 

Cemex is a Mexican cement manufacturer with worldwide operations ([10], [98]). One of the company s main operations focuses on delivering mixed cement (i.e., concrete) to builders. Once mixed, concrete has to be used within a few hours. However, it is common for contractors to order the cement and try to cancel at the last minute to accommodate schedule delays in other steps. The industry service level was poor and flexibility to reschedule shipments in transit was minimal. 

Working Conditions Environmental Overtime Schedule Delays... 

Risk Assessment 3 2B. On the basis of the current design layout, there is a high potential far frequent crane control errors. Since the resultant effect of this hazard would cause damage or loss of parts, as well as processing schedule delays, the hazard category of critical has been assigned. 

The consequences of allowing the provision of materials and information to site to get out of hand in this fashion are usually far more severe than the consequences of initiating a controlled schedule delay. Unfortunately this is not readily perceived early enough, possibly out of optimism, more probably from collective behaviour in a climate where the acknowledgement of bad news is regarded as defeatism. 

In the early 1980s, the liquid metal fast breeder reactor (LMR) program focused on deployment of the Clinch River Breeder Reactor (CRBR) in Tennessee. The program encountered difficulties because of cost escalations and schedule delays. The LMR program faced challenges because uranium was not becoming scarce and prohibitively expensive as had been predicted earlier. 

However, what about the costs to train and compensate a replacement employee, repair damaged property or equipment, downtime of equipment, investigating the incident, and implementing corrective actions Even less apparent are the costs related to product schedule delays, added administrative time, lower morale, increased absenteeism, pain and suffering of the employee, and impaired customer relations. These are the indirect costs and, as such, have been described by many professionals as an iceberg. You cannot see the bottom until it is too late. We will discuss these costs later in more detail [3]. 

System start-up and commissioning must be carefully accomplished under the direction of the designer. The time required to bring complex systems on-line is often underestimated, thus resulting in schedule delays. The success ofthe project is dictated by the level ofplanning, understanding and commitment of all concerned ... 

Management s job may be viewed as one of balancing risks. For instance, to focus only on safety and environmental issues would increase the risk of losses from deficiencies, schedule delays and costs. 

The total costs of accidents are often depicted as a pyramid, as shown in Figure 3.2.The pyramid depicts the direct costs to reveal obvious costs, as well as workers compensation claims, medical costs, and indemnity payments. Indirect costs, however, are less obvious if realized at all. Such costs include schedule delays, added administrative time, lower morale, increased absenteeism, and poorer customer relations. Studies have shown that the ratio of indirect to direct costs varies widely from as high as 20 1 to as... 

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