Comparison of Construction Delay Analysis Methods


By Abid Tabassum, Umair Abid, Ardalan Honarmand

Ontario, Canada


According to the Project Management Institute over 70% of the projects are not delivered in time due to several reasons. Different delay analysis methods and programming methods have been identified by different organizations and authors for carrying out delay analysis. The need for improved methods of programming construction projects to reduce the number of unjustified claims and better under- standing of delays is essential. In this paper a case study project from Sanders, M. C. (2012), is selected. The selected project has used five different methods from AACEI’s Method Implementation Protocols (MIP) methods for forensic delay analyses. In this paper, authors will use the EASYPLAN software to do the daily delay analysis. The authors will compare result of EASYPLAN with the outcome of Sanders, M.C. (2012) “Forensic Schedule Analysis Example Implementation Part II” and will comment on the solution.


Delay is an incident that increases the time required to perform a task or project under the contract. Delays will be shown as extended or delayed start to the activity and it may or may not be change the scope of work under contract. As per the principles of project scheduling delays that are not on the critical path do not affect the duration of the project as long as they are inside the total float of an activity. So it become very important to identify the responsible for delay, the owner of the project cares about the liquidated damages to pay or they have to pay additional amount to the contractor. The contractor may claim additional money for the additional work or otherwise they may have to pay compensation charges to owner due to delays. Any delay in the project will increase total cost of the project and will be additional burden to the tax payers. Bonding companies and sureties care because they have to assure contractor progress (Stumpf, 2000).

Delays can be divided into three types serial, concur- rent and independent. Serial delays occur mainly due to delays that occur in the preceding activities. Independent delays are mostly single however serial de- lays may be dependent on other delays. Concurrent delay may involve two or more events of delay in different activities. There may be two delay events that are not related but will be concurrent because they will occur on parallel critical paths (Stump 2000).

Most of the construction projects encounter delay events hence it becomes very important to quantify these delays. In literature various papers have been written in order to identify delays and then to find the responsible for delay on different construction projects. Responsible of delays can be owner, con- tractor or due to some unforeseen conditions such as extreme weather conditions. Some of the preferred methods for delay analysis are but for technique and the windows technique. Unfortunately most of the commercial software does not provide representation for delays. A delay event is normally represented by dividing the activity into parts to introduce delays on commercial software. Hence it becomes a tough manual task to perform delay analysis using such commercial software (Hegazy 2005).

In this report section 2 deals with Forensic schedule Analysis. Section 3 consists of description of Easy Plan software and its features. Section 4 deals with methodology and results. Section 5 and 6 consist of conclusion and references.


Daily Delay Analysis Method (DDM)

In order to improve the limitations of window analysis, Hegazy & Zhang (2005) introduced changes to window analysis method. He proposed a daily windows method for allocating concurrent delays and accelerations. This method uses a window size of one day to account for all fluctuations that occur in the project’s critical paths. It is considered as an important and accurate method. “It takes into consideration the effects of baseline updates, resource allocation and the effects of actions taken by the contractor to accelerate the project and minimize potential de- lays as it usually ignored in delay analysis” (Yang & Kao, 2009).

The best approach to consider all variations in critical path is to use small window size. With this analysis some of the steps can be refined to produce more practical results like when we introduce changes to the logical relationships among activities (Hegazy & Zhang, 2005). According to Hegazy & Zhang (2005), the daily window analysis has a practical value for industry practitioners and researchers. For industry practitioners it represents an organized procedure for evaluating delay responsibility and recording site progress. For researchers it embodies significant step toward developing dynamic progress control, resolving conflicts on projects and primary corrective actions.


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About the Authors

Abid Tabassum

Ontario, Canada


Mr. Abid Tabassum
is a project management and project controls professional with over 15 years of experience encompassing different industries, including Oil & Gas, Energy & Power and Heavy Civil Infrastructure. He is currently perusing his PhD at the University of Waterloo as well working as a consultant to Ontario Power Generation in Toronto, Canada. He takes initiatives in developing of new processes for project management and project controls. Mr. Tabassum can be contacted at [email protected]


Umair Abid

Ontario, Canada


Umair Abid
received his B.Eng (2008) from NED University of Engineering and Technology and M.Eng (2012) from University of Waterloo in Electrical Engineering. He is registered as an Engineer in Training in the province of Alberta, Canada. Since 2013, Umair has worked on design and upgrading of Electrical Distribution and Transmission Lines with voltages ranging from 25 kV to 500 kV. Currently he is working at Ampjack Industries in Winnipeg, Canada as Transmission Lines Engineer.


Ardalan Honarmand

Ontario, Canada


Mr. Ardalan (Ardi) Honarmand
 is a licensed professional engineer in the province of Ontario, Canada, and a project management professional from Project Management Institute (PMI). Ardi holds a Master’s degree in Civil Engineering specialized  in  Construction Engineering and Management from the University of Waterloo. His professional working experience is in construction management and engineering consulting roles in municipal infrastructure projects.