際際滷shows by User: hillintl / http://www.slideshare.net/images/logo.gif 際際滷shows by User: hillintl / Wed, 10 Aug 2016 03:02:27 GMT 際際滷Share feed for 際際滷shows by User: hillintl The Programme Certainty Paradox /slideshow/the-programme-certainty-paradox/64856253 theprogrammecertaintyparadox-lb201607-160810030227
In December 2015, the UKs National Audit Office reported that one-third of UK government projects were either unachievable or in-doubt. This would have come as a great surprise to most commentators, in particular that two-thirds of the projects were forecast to be on track! It is not immediately clear from the report on what basis these projects are secure about their on-time delivery. How can a project forecast with confidence that it will deliver on time? ]]>
In December 2015, the UKs National Audit Office reported that one-third of UK government projects were either unachievable or in-doubt. This would have come as a great surprise to most commentators, in particular that two-thirds of the projects were forecast to be on track! It is not immediately clear from the report on what basis these projects are secure about their on-time delivery. How can a project forecast with confidence that it will deliver on time? ]]> Wed, 10 Aug 2016 03:02:27 GMT /slideshow/the-programme-certainty-paradox/64856253 hillintl@slideshare.net(hillintl) The Programme Certainty Paradox hillintl In December 2015, the UKs National Audit Office reported that one-third of UK government projects were either unachievable or in-doubt. This would have come as a great surprise to most commentators, in particular that two-thirds of the projects were forecast to be on track! It is not immediately clear from the report on what basis these projects are secure about their on-time delivery. How can a project forecast with confidence that it will deliver on time? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/theprogrammecertaintyparadox-lb201607-160810030227-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> In December 2015, the UKs National Audit Office reported that one-third of UK government projects were either unachievable or in-doubt. This would have come as a great surprise to most commentators, in particular that two-thirds of the projects were forecast to be on track! It is not immediately clear from the report on what basis these projects are secure about their on-time delivery. How can a project forecast with confidence that it will deliver on time?
The Programme Certainty Paradox from HKA
]]> 680 2 https://cdn.slidesharecdn.com/ss_thumbnails/theprogrammecertaintyparadox-lb201607-160810030227-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Project Finance: Construction Risk /slideshow/project-finance-construction-risk/63512633 projectfinance-constructionrisk-lb-201606-160628071718
Construction delays are a very real risk. The UKs National Audit Office recently advised that over a third of all major government projects due to be delivered in the next five years were already unachievable or in-doubt. The same institute had earlier warned in 2001 that 70%10 of UK government projects were likely to be delayed.]]>
Construction delays are a very real risk. The UKs National Audit Office recently advised that over a third of all major government projects due to be delivered in the next five years were already unachievable or in-doubt. The same institute had earlier warned in 2001 that 70%10 of UK government projects were likely to be delayed.]]> Tue, 28 Jun 2016 07:17:18 GMT /slideshow/project-finance-construction-risk/63512633 hillintl@slideshare.net(hillintl) Project Finance: Construction Risk hillintl Construction delays are a very real risk. The UKs National Audit Office recently advised that over a third of all major government projects due to be delivered in the next five years were already unachievable or in-doubt. The same institute had earlier warned in 2001 that 70%10 of UK government projects were likely to be delayed. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/projectfinance-constructionrisk-lb-201606-160628071718-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Construction delays are a very real risk. The UKs National Audit Office recently advised that over a third of all major government projects due to be delivered in the next five years were already unachievable or in-doubt. The same institute had earlier warned in 2001 that 70%10 of UK government projects were likely to be delayed.
Project Finance: Construction Risk from HKA
]]> 1766 4 https://cdn.slidesharecdn.com/ss_thumbnails/projectfinance-constructionrisk-lb-201606-160628071718-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Informal Agreements and Generation Y /slideshow/informal-agreements-and-generation-y/60428235 informalagreementsandgenerationyammc-160404041815
Emails are the most common form of correspondence for businesses. Informal communication and agreements; be they personal or contractual are commonplace and none more so than that witnessed in the construction industry. An enforceable contract is formed when there is an offer by one party, acceptance by the other party, and consideration such as payment. Other conditions usually exist such as intention to create legally binding agreements and certainty to the terms. There is normally consensus ad idem: a meeting of the minds. Two recent cases have considered whether email exchanges during informal negotiations are tantamount to a legally binding contract between the parties.]]>
Emails are the most common form of correspondence for businesses. Informal communication and agreements; be they personal or contractual are commonplace and none more so than that witnessed in the construction industry. An enforceable contract is formed when there is an offer by one party, acceptance by the other party, and consideration such as payment. Other conditions usually exist such as intention to create legally binding agreements and certainty to the terms. There is normally consensus ad idem: a meeting of the minds. Two recent cases have considered whether email exchanges during informal negotiations are tantamount to a legally binding contract between the parties.]]> Mon, 04 Apr 2016 04:18:15 GMT /slideshow/informal-agreements-and-generation-y/60428235 hillintl@slideshare.net(hillintl) Informal Agreements and Generation Y hillintl Emails are the most common form of correspondence for businesses. Informal communication and agreements; be they personal or contractual are commonplace and none more so than that witnessed in the construction industry. An enforceable contract is formed when there is an offer by one party, acceptance by the other party, and consideration such as payment. Other conditions usually exist such as intention to create legally binding agreements and certainty to the terms. There is normally consensus ad idem: a meeting of the minds. Two recent cases have considered whether email exchanges during informal negotiations are tantamount to a legally binding contract between the parties. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/informalagreementsandgenerationyammc-160404041815-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Emails are the most common form of correspondence for businesses. Informal communication and agreements; be they personal or contractual are commonplace and none more so than that witnessed in the construction industry. An enforceable contract is formed when there is an offer by one party, acceptance by the other party, and consideration such as payment. Other conditions usually exist such as intention to create legally binding agreements and certainty to the terms. There is normally consensus ad idem: a meeting of the minds. Two recent cases have considered whether email exchanges during informal negotiations are tantamount to a legally binding contract between the parties.
Informal Agreements and Generation Y from HKA
]]> 1119 4 https://cdn.slidesharecdn.com/ss_thumbnails/informalagreementsandgenerationyammc-160404041815-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 "Risk comes from not knowing what you're doing" - Warren Buffet /hillintl/risk-comes-from-not-knowing-what-youre-doing-warren-buffet 20160215-risk-comes-from-not-knowing-am-160216032414
The headline report of the value of construction contracts by the Building and Construction Authority (BCA) published 15 January 2016 was quickly appropriated the following day to the Business section of Singapores national newspaper, The Straits Times, with an even more tantalising headline Strong Supply of Public Building Jobs. The headlines appear good news for the construction industry for the celebration of Chinese New Year which sees The Monkey take centre stage, the ninth animal of the twelve terrestrial branches and who is generally regarded as an intelligent problem solver, fitting nicely into teams whilst demonstrating independence and a strong mind to succeed. Notwithstanding the fanfare, the Chinese calendar forecasts that The Monkey will have to find its own way in difficult situations and overcome obstacles this New Year. By staying calm and confident difficulties will be overcome and opportunities will present itself!]]>
The headline report of the value of construction contracts by the Building and Construction Authority (BCA) published 15 January 2016 was quickly appropriated the following day to the Business section of Singapores national newspaper, The Straits Times, with an even more tantalising headline Strong Supply of Public Building Jobs. The headlines appear good news for the construction industry for the celebration of Chinese New Year which sees The Monkey take centre stage, the ninth animal of the twelve terrestrial branches and who is generally regarded as an intelligent problem solver, fitting nicely into teams whilst demonstrating independence and a strong mind to succeed. Notwithstanding the fanfare, the Chinese calendar forecasts that The Monkey will have to find its own way in difficult situations and overcome obstacles this New Year. By staying calm and confident difficulties will be overcome and opportunities will present itself!]]> Tue, 16 Feb 2016 03:24:14 GMT /hillintl/risk-comes-from-not-knowing-what-youre-doing-warren-buffet hillintl@slideshare.net(hillintl) "Risk comes from not knowing what you're doing" - Warren Buffet hillintl The headline report of the value of construction contracts by the Building and Construction Authority (BCA) published 15 January 2016 was quickly appropriated the following day to the Business section of Singapores national newspaper, The Straits Times, with an even more tantalising headline Strong Supply of Public Building Jobs. The headlines appear good news for the construction industry for the celebration of Chinese New Year which sees The Monkey take centre stage, the ninth animal of the twelve terrestrial branches and who is generally regarded as an intelligent problem solver, fitting nicely into teams whilst demonstrating independence and a strong mind to succeed. Notwithstanding the fanfare, the Chinese calendar forecasts that The Monkey will have to find its own way in difficult situations and overcome obstacles this New Year. By staying calm and confident difficulties will be overcome and opportunities will present itself! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/20160215-risk-comes-from-not-knowing-am-160216032414-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The headline report of the value of construction contracts by the Building and Construction Authority (BCA) published 15 January 2016 was quickly appropriated the following day to the Business section of Singapores national newspaper, The Straits Times, with an even more tantalising headline Strong Supply of Public Building Jobs. The headlines appear good news for the construction industry for the celebration of Chinese New Year which sees The Monkey take centre stage, the ninth animal of the twelve terrestrial branches and who is generally regarded as an intelligent problem solver, fitting nicely into teams whilst demonstrating independence and a strong mind to succeed. Notwithstanding the fanfare, the Chinese calendar forecasts that The Monkey will have to find its own way in difficult situations and overcome obstacles this New Year. By staying calm and confident difficulties will be overcome and opportunities will present itself!
"Risk comes from not knowing what you're doing" - Warren Buffet from HKA
]]> 656 4 https://cdn.slidesharecdn.com/ss_thumbnails/20160215-risk-comes-from-not-knowing-am-160216032414-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Integrated Analysis of Schedule and Cost Risk /hillintl/integrated-analysis-of-schedule-and-cost-risk integratedanalysisofscheduleandcostrisklhw-130716032702-phpapp02
Management of risk affects the success and financial viability of a project. Internal risks, which are generally within the control of a construction organisation, are cost and schedule overrun. External risks include market conditions, government policy and natural disasters. This article describes the management of internal risks through integrated schedule and cost analysis as these are areas that can be managed effectively by a construction organisation with minimal set up cost. The types of project referred to in this article can either be design-and-build or build-only projects. Other forms of procurement such as Build-Operate-Transfer (BOT) will attract different risks which are not considered herein. ]]>
Management of risk affects the success and financial viability of a project. Internal risks, which are generally within the control of a construction organisation, are cost and schedule overrun. External risks include market conditions, government policy and natural disasters. This article describes the management of internal risks through integrated schedule and cost analysis as these are areas that can be managed effectively by a construction organisation with minimal set up cost. The types of project referred to in this article can either be design-and-build or build-only projects. Other forms of procurement such as Build-Operate-Transfer (BOT) will attract different risks which are not considered herein. ]]> Tue, 16 Jul 2013 03:27:02 GMT /hillintl/integrated-analysis-of-schedule-and-cost-risk hillintl@slideshare.net(hillintl) Integrated Analysis of Schedule and Cost Risk hillintl Management of risk affects the success and financial viability of a project. Internal risks, which are generally within the control of a construction organisation, are cost and schedule overrun. External risks include market conditions, government policy and natural disasters. This article describes the management of internal risks through integrated schedule and cost analysis as these are areas that can be managed effectively by a construction organisation with minimal set up cost. The types of project referred to in this article can either be design-and-build or build-only projects. Other forms of procurement such as Build-Operate-Transfer (BOT) will attract different risks which are not considered herein. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/integratedanalysisofscheduleandcostrisklhw-130716032702-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Management of risk affects the success and financial viability of a project. Internal risks, which are generally within the control of a construction organisation, are cost and schedule overrun. External risks include market conditions, government policy and natural disasters. This article describes the management of internal risks through integrated schedule and cost analysis as these are areas that can be managed effectively by a construction organisation with minimal set up cost. The types of project referred to in this article can either be design-and-build or build-only projects. Other forms of procurement such as Build-Operate-Transfer (BOT) will attract different risks which are not considered herein.
Integrated Analysis of Schedule and Cost Risk from HKA
]]> 973 4 https://cdn.slidesharecdn.com/ss_thumbnails/integratedanalysisofscheduleandcostrisklhw-130716032702-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Construction Programming Strategy in Malaysia Size Matters?....Or does it? /slideshow/construction-programming-strategy-pys/20390643 constructionprogrammingstrategypys-130502025523-phpapp02
The construction programme plays a significant role in project monitoring and control for any size of project. Many people believe that a good programme should contain many thousands of activities capturing every minute aspect of the works. On the other hand, some industry practitioners consider that an effective programme should be developed to incorporate only the key elements of work. They reject the concept of having large numbers of very detailed activities built into the programme simply for the perception of it looking professional or sophisticated. The supporters of the simple programme approach argue that a programme needs to be only large enough to preserve the primary function of predicting accurate forecast dates for use during the project life and at the same time being capable of efficient management. In this article, we will examine the pros and cons of programme size contrasting the advocates of the more activities the better with those promoting concise and manageable programmes. ]]>
The construction programme plays a significant role in project monitoring and control for any size of project. Many people believe that a good programme should contain many thousands of activities capturing every minute aspect of the works. On the other hand, some industry practitioners consider that an effective programme should be developed to incorporate only the key elements of work. They reject the concept of having large numbers of very detailed activities built into the programme simply for the perception of it looking professional or sophisticated. The supporters of the simple programme approach argue that a programme needs to be only large enough to preserve the primary function of predicting accurate forecast dates for use during the project life and at the same time being capable of efficient management. In this article, we will examine the pros and cons of programme size contrasting the advocates of the more activities the better with those promoting concise and manageable programmes. ]]> Thu, 02 May 2013 02:55:23 GMT /slideshow/construction-programming-strategy-pys/20390643 hillintl@slideshare.net(hillintl) Construction Programming Strategy in Malaysia Size Matters?....Or does it? hillintl The construction programme plays a significant role in project monitoring and control for any size of project. Many people believe that a good programme should contain many thousands of activities capturing every minute aspect of the works. On the other hand, some industry practitioners consider that an effective programme should be developed to incorporate only the key elements of work. They reject the concept of having large numbers of very detailed activities built into the programme simply for the perception of it looking professional or sophisticated. The supporters of the simple programme approach argue that a programme needs to be only large enough to preserve the primary function of predicting accurate forecast dates for use during the project life and at the same time being capable of efficient management. In this article, we will examine the pros and cons of programme size contrasting the advocates of the more activities the better with those promoting concise and manageable programmes. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/constructionprogrammingstrategypys-130502025523-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The construction programme plays a significant role in project monitoring and control for any size of project. Many people believe that a good programme should contain many thousands of activities capturing every minute aspect of the works. On the other hand, some industry practitioners consider that an effective programme should be developed to incorporate only the key elements of work. They reject the concept of having large numbers of very detailed activities built into the programme simply for the perception of it looking professional or sophisticated. The supporters of the simple programme approach argue that a programme needs to be only large enough to preserve the primary function of predicting accurate forecast dates for use during the project life and at the same time being capable of efficient management. In this article, we will examine the pros and cons of programme size contrasting the advocates of the more activities the better with those promoting concise and manageable programmes.
Construction Programming Strategy in Malaysia Size Matters?....Or does it? from HKA
]]> 1038 2 https://cdn.slidesharecdn.com/ss_thumbnails/constructionprogrammingstrategypys-130502025523-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 What is Constructive about Acceleration /slideshow/what-is-constructive-about-acceleration/18079211 whatisconstructiveaboutaccelerationdn-130402210244-phpapp02
Constructive Acceleration is an established concept in the US. Whilst not an approach which is ordinarily pursued by EPC Contractors (Contractor) within the Asian market it has recently been stated as the basis of entitlement for additional costs on some projects in Malaysia and Singapore. This paper discusses the concept of Constructive Acceleration and why it has no place in connection with those contracts in Malaysia and Singapore with which it has been raised.]]>
Constructive Acceleration is an established concept in the US. Whilst not an approach which is ordinarily pursued by EPC Contractors (Contractor) within the Asian market it has recently been stated as the basis of entitlement for additional costs on some projects in Malaysia and Singapore. This paper discusses the concept of Constructive Acceleration and why it has no place in connection with those contracts in Malaysia and Singapore with which it has been raised.]]> Tue, 02 Apr 2013 21:02:44 GMT /slideshow/what-is-constructive-about-acceleration/18079211 hillintl@slideshare.net(hillintl) What is Constructive about Acceleration hillintl Constructive Acceleration is an established concept in the US. Whilst not an approach which is ordinarily pursued by EPC Contractors (Contractor) within the Asian market it has recently been stated as the basis of entitlement for additional costs on some projects in Malaysia and Singapore. This paper discusses the concept of Constructive Acceleration and why it has no place in connection with those contracts in Malaysia and Singapore with which it has been raised. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whatisconstructiveaboutaccelerationdn-130402210244-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Constructive Acceleration is an established concept in the US. Whilst not an approach which is ordinarily pursued by EPC Contractors (Contractor) within the Asian market it has recently been stated as the basis of entitlement for additional costs on some projects in Malaysia and Singapore. This paper discusses the concept of Constructive Acceleration and why it has no place in connection with those contracts in Malaysia and Singapore with which it has been raised.
What is Constructive about Acceleration from HKA
]]> 1954 4 https://cdn.slidesharecdn.com/ss_thumbnails/whatisconstructiveaboutaccelerationdn-130402210244-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Time Management /slideshow/20130304-time-management-sb/16961745 20130304timemanagementsb-130305214408-phpapp01
Without effective time management there can be no effective resource management, cost management, nor allocation of liability for slippage, its recovery, or accountability. So says the CIOB Guide to Good Practice in the Management of Time in Complex Projects (published by Wiley Blackwell 2011 Edition). But why is time so important to those of us who make our living in construction? All construction contracts have start and end dates, usually in the form of a Date of Commencement and a Date (or dates, if more than one section) for Completion. That is because a degree of certainty is required by both parties. For the purchaser - if the project is a hotel, office or residential development when can it open, and when can advance publicity begin? If it is a road or rail project when can the owner/operator expect to begin earning revenue? When will a ship be ready for its first charter or an oil refinery for its first product export? For the Contractor how quickly can he begin submitting applications for payment? How much will his labour, plant, overheads and prelims cost be? You can see where this is leading time is always money, and money is why we are all in business! It is an unfortunate consequence of this that construction disputes, albeit nominally about money, invariably involve issues to do with time. Extension of time claims self-evidently involve time, as do claims for liquidated damages. Similarly, prolongation cost claims, Loss and Expense claims and disruption claims are all fundamentally about time. Even claims seemingly unconnected with time, such as professional negligence or certain types of insurance claim have a time element. The effective management of time is therefore a part of everything we do in construction and it is at the heart of most construction contracts. This paper is written by Steve Briggs, Vice President and Managing Director at Hill International, and looks at the effective management of time. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.]]>
Without effective time management there can be no effective resource management, cost management, nor allocation of liability for slippage, its recovery, or accountability. So says the CIOB Guide to Good Practice in the Management of Time in Complex Projects (published by Wiley Blackwell 2011 Edition). But why is time so important to those of us who make our living in construction? All construction contracts have start and end dates, usually in the form of a Date of Commencement and a Date (or dates, if more than one section) for Completion. That is because a degree of certainty is required by both parties. For the purchaser - if the project is a hotel, office or residential development when can it open, and when can advance publicity begin? If it is a road or rail project when can the owner/operator expect to begin earning revenue? When will a ship be ready for its first charter or an oil refinery for its first product export? For the Contractor how quickly can he begin submitting applications for payment? How much will his labour, plant, overheads and prelims cost be? You can see where this is leading time is always money, and money is why we are all in business! It is an unfortunate consequence of this that construction disputes, albeit nominally about money, invariably involve issues to do with time. Extension of time claims self-evidently involve time, as do claims for liquidated damages. Similarly, prolongation cost claims, Loss and Expense claims and disruption claims are all fundamentally about time. Even claims seemingly unconnected with time, such as professional negligence or certain types of insurance claim have a time element. The effective management of time is therefore a part of everything we do in construction and it is at the heart of most construction contracts. This paper is written by Steve Briggs, Vice President and Managing Director at Hill International, and looks at the effective management of time. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.]]> Tue, 05 Mar 2013 21:44:08 GMT /slideshow/20130304-time-management-sb/16961745 hillintl@slideshare.net(hillintl) Time Management hillintl Without effective time management there can be no effective resource management, cost management, nor allocation of liability for slippage, its recovery, or accountability. So says the CIOB Guide to Good Practice in the Management of Time in Complex Projects (published by Wiley Blackwell 2011 Edition). But why is time so important to those of us who make our living in construction? All construction contracts have start and end dates, usually in the form of a Date of Commencement and a Date (or dates, if more than one section) for Completion. That is because a degree of certainty is required by both parties. For the purchaser - if the project is a hotel, office or residential development when can it open, and when can advance publicity begin? If it is a road or rail project when can the owner/operator expect to begin earning revenue? When will a ship be ready for its first charter or an oil refinery for its first product export? For the Contractor how quickly can he begin submitting applications for payment? How much will his labour, plant, overheads and prelims cost be? You can see where this is leading time is always money, and money is why we are all in business! It is an unfortunate consequence of this that construction disputes, albeit nominally about money, invariably involve issues to do with time. Extension of time claims self-evidently involve time, as do claims for liquidated damages. Similarly, prolongation cost claims, Loss and Expense claims and disruption claims are all fundamentally about time. Even claims seemingly unconnected with time, such as professional negligence or certain types of insurance claim have a time element. The effective management of time is therefore a part of everything we do in construction and it is at the heart of most construction contracts. This paper is written by Steve Briggs, Vice President and Managing Director at Hill International, and looks at the effective management of time. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/20130304timemanagementsb-130305214408-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Without effective time management there can be no effective resource management, cost management, nor allocation of liability for slippage, its recovery, or accountability. So says the CIOB Guide to Good Practice in the Management of Time in Complex Projects (published by Wiley Blackwell 2011 Edition). But why is time so important to those of us who make our living in construction? All construction contracts have start and end dates, usually in the form of a Date of Commencement and a Date (or dates, if more than one section) for Completion. That is because a degree of certainty is required by both parties. For the purchaser - if the project is a hotel, office or residential development when can it open, and when can advance publicity begin? If it is a road or rail project when can the owner/operator expect to begin earning revenue? When will a ship be ready for its first charter or an oil refinery for its first product export? For the Contractor how quickly can he begin submitting applications for payment? How much will his labour, plant, overheads and prelims cost be? You can see where this is leading time is always money, and money is why we are all in business! It is an unfortunate consequence of this that construction disputes, albeit nominally about money, invariably involve issues to do with time. Extension of time claims self-evidently involve time, as do claims for liquidated damages. Similarly, prolongation cost claims, Loss and Expense claims and disruption claims are all fundamentally about time. Even claims seemingly unconnected with time, such as professional negligence or certain types of insurance claim have a time element. The effective management of time is therefore a part of everything we do in construction and it is at the heart of most construction contracts. This paper is written by Steve Briggs, Vice President and Managing Director at Hill International, and looks at the effective management of time. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.
Time Management from HKA
]]> 743 2 https://cdn.slidesharecdn.com/ss_thumbnails/20130304timemanagementsb-130305214408-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The Analysis and Valuation of Disruption /hillintl/the-analysis-and-valuation-of-disruption 20120125theanalysisandvaluationofdisruption-120405033853-phpapp02
This paper reviews and comments on the various considerations and approaches available to analysing and valuing disruption whilst comparing and contrasting the same with respect to the relative reliability of the methods of quantifying lost productivity and the cost and expertise generally required to record, prepare, and document the quantum of damages derived thereby. Included within the paper is a framework from which the suitability of available approaches for analysing and quantifying the effects of disruption may be discerned. The selection process is primarily based on the availability of and the characteristics of that information available in connection with the project to be reviewed set against the degree of reliability associated with the method referenced. About the Writer Derek Nelson is Senior Vice President and Regional Managing Director in charge of Hill International's Asia Region. Derek has over 25 years of experience in the construction and engineering industries across both Asia and Europe. He specialises in the preparation, negotiation and settlement of construction claims, as well as dispute mitigation and avoidance. As a consultant, Derek has acted in arbitrations relating to construction, civil engineering and process engineering disputes. Derek's academic and professional qualifications coupled with his extensive experience of the construction process has lead him to be appointed as an Independent Expert Witness in Litigation and Arbitration both in Europe and in Asia and he is often called upon to undertake independent reviews of projects in the role of Project Neutral. Derek earned a BSc in Quantity Surveying from Edinburgh Napier University, and a Master of Laws in Construction Law from the University of Strathclyde and a Postgraduate Diploma in International Commercial Arbitration from London University. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.]]>
This paper reviews and comments on the various considerations and approaches available to analysing and valuing disruption whilst comparing and contrasting the same with respect to the relative reliability of the methods of quantifying lost productivity and the cost and expertise generally required to record, prepare, and document the quantum of damages derived thereby. Included within the paper is a framework from which the suitability of available approaches for analysing and quantifying the effects of disruption may be discerned. The selection process is primarily based on the availability of and the characteristics of that information available in connection with the project to be reviewed set against the degree of reliability associated with the method referenced. About the Writer Derek Nelson is Senior Vice President and Regional Managing Director in charge of Hill International's Asia Region. Derek has over 25 years of experience in the construction and engineering industries across both Asia and Europe. He specialises in the preparation, negotiation and settlement of construction claims, as well as dispute mitigation and avoidance. As a consultant, Derek has acted in arbitrations relating to construction, civil engineering and process engineering disputes. Derek's academic and professional qualifications coupled with his extensive experience of the construction process has lead him to be appointed as an Independent Expert Witness in Litigation and Arbitration both in Europe and in Asia and he is often called upon to undertake independent reviews of projects in the role of Project Neutral. Derek earned a BSc in Quantity Surveying from Edinburgh Napier University, and a Master of Laws in Construction Law from the University of Strathclyde and a Postgraduate Diploma in International Commercial Arbitration from London University. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.]]> Thu, 05 Apr 2012 03:38:50 GMT /hillintl/the-analysis-and-valuation-of-disruption hillintl@slideshare.net(hillintl) The Analysis and Valuation of Disruption hillintl This paper reviews and comments on the various considerations and approaches available to analysing and valuing disruption whilst comparing and contrasting the same with respect to the relative reliability of the methods of quantifying lost productivity and the cost and expertise generally required to record, prepare, and document the quantum of damages derived thereby. Included within the paper is a framework from which the suitability of available approaches for analysing and quantifying the effects of disruption may be discerned. The selection process is primarily based on the availability of and the characteristics of that information available in connection with the project to be reviewed set against the degree of reliability associated with the method referenced. About the Writer Derek Nelson is Senior Vice President and Regional Managing Director in charge of Hill International's Asia Region. Derek has over 25 years of experience in the construction and engineering industries across both Asia and Europe. He specialises in the preparation, negotiation and settlement of construction claims, as well as dispute mitigation and avoidance. As a consultant, Derek has acted in arbitrations relating to construction, civil engineering and process engineering disputes. Derek's academic and professional qualifications coupled with his extensive experience of the construction process has lead him to be appointed as an Independent Expert Witness in Litigation and Arbitration both in Europe and in Asia and he is often called upon to undertake independent reviews of projects in the role of Project Neutral. Derek earned a BSc in Quantity Surveying from Edinburgh Napier University, and a Master of Laws in Construction Law from the University of Strathclyde and a Postgraduate Diploma in International Commercial Arbitration from London University. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/20120125theanalysisandvaluationofdisruption-120405033853-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This paper reviews and comments on the various considerations and approaches available to analysing and valuing disruption whilst comparing and contrasting the same with respect to the relative reliability of the methods of quantifying lost productivity and the cost and expertise generally required to record, prepare, and document the quantum of damages derived thereby. Included within the paper is a framework from which the suitability of available approaches for analysing and quantifying the effects of disruption may be discerned. The selection process is primarily based on the availability of and the characteristics of that information available in connection with the project to be reviewed set against the degree of reliability associated with the method referenced. About the Writer Derek Nelson is Senior Vice President and Regional Managing Director in charge of Hill International&#39;s Asia Region. Derek has over 25 years of experience in the construction and engineering industries across both Asia and Europe. He specialises in the preparation, negotiation and settlement of construction claims, as well as dispute mitigation and avoidance. As a consultant, Derek has acted in arbitrations relating to construction, civil engineering and process engineering disputes. Derek&#39;s academic and professional qualifications coupled with his extensive experience of the construction process has lead him to be appointed as an Independent Expert Witness in Litigation and Arbitration both in Europe and in Asia and he is often called upon to undertake independent reviews of projects in the role of Project Neutral. Derek earned a BSc in Quantity Surveying from Edinburgh Napier University, and a Master of Laws in Construction Law from the University of Strathclyde and a Postgraduate Diploma in International Commercial Arbitration from London University. About Hill International Hill International, with 3,600 employees in 110 offices worldwide, provides program management, project management, construction management and construction claims and consulting services. Engineering News-Record magazine recently ranked Hill as the 8th largest construction management firm in the United States. For more information on Hill, please visit our website at www.hillintl.com.
The Analysis and Valuation of Disruption from HKA
]]> 2677 2 https://cdn.slidesharecdn.com/ss_thumbnails/20120125theanalysisandvaluationofdisruption-120405033853-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds document White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-hillintl-48x48.jpg?cb=1538714491 HKA is the new global brand that unites the former construction claims group of Hill International and associated subsidiaries. Following its sale and de-merger, HKA is now a privately-owned organisation with management equity. HKA is supported by Bridgepoint Development Capital, part of Bridgepoint, a major international private equity group headquartered in London, UK. The launch of HKA creates one of the worlds leading providers of advisory, consulting and expert services for the construction, manufacturing, processes and technology industries. HKA has over 900 professionals in more than 40 offices in 20 countries worldwide. www.hka.com https://cdn.slidesharecdn.com/ss_thumbnails/theprogrammecertaintyparadox-lb201607-160810030227-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/the-programme-certainty-paradox/64856253 The Programme Certaint... https://cdn.slidesharecdn.com/ss_thumbnails/projectfinance-constructionrisk-lb-201606-160628071718-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/project-finance-construction-risk/63512633 Project Finance: Const... https://cdn.slidesharecdn.com/ss_thumbnails/informalagreementsandgenerationyammc-160404041815-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/informal-agreements-and-generation-y/60428235 Informal Agreements an...