HOLD THE VISION.
TRUST THE PROCESS.

The center of our vision is the cooperative execution and operation of construction projects between client and contractor. We are convinced that this can be achieved through a joint and united analysis as well as an updating of the schedule and the consistent contract management based on that. By combining our core competences from the areas of construction time and delay analysis and the construction management we have developed a process which ensures this by consist application.

OUR PROCESS.

We follow a process-oriented approach. Each process is a system of operations which converts input into output with the help of resources (DIN EN ISO 9000). The basis of our processes is created by the specific presentation of the construction process including the impact and the consequences of claim events.

A more detailed description can be found in the following article, which was presented during the Grazer Baubetriebs-und Bauwirtschaftssymposiums of 2017 at the University of Technology Graz.

In the following part you will find essential keywords for the method which is used by our processes.

TIA | Time Impact Analysis
TIA (TIME IMPACT ANALYSIS) is internationally acclaimed and a frequently used method of construction process-related time and delay analysis. Delay events and their effects will be considered within the construction schedule. A TIA is executed in case of probable and possible consequences of unplanned impacts to re-assess the construction process or the construction schedule. The TIA, when carried out during the construction process, enables the participants to pursue an active management of changes. Thus, any potential conflict when dealing with any disruption is avoided and will be of interest for all project members.
BARBA, E. (2005), Construction Briefings
CONTRACT MANAGEMENT | CM
"Claim Management (CM) ist ein giftsprühendes Vokabel, das in der Abwicklung von Bauprojekten die Emotionen von Auftraggebern, Planern, Bauaufsichten (Objektüberwachungen) und Ausführenden schürt." (LECHNER, H. (2009): AntiClaimManagement, S.3).
Wir verwenden grundsätzlich den Begriff VERTRAGSBEWIRTSCHAFTUNG, welcher sich an die international gebräuchlichen Vokabel Contract Management bzw. Contract Administration anlehnt. Wir verstehen darunter das Zusammenwirken von Dokumentation, Schriftverkehr und der Analyse und Fortschreibung des Bauzeitplanes auf Basis und unter Berücksichtigung des Bauvertrages. Im Zentrum steht also die fachliche, ruhige Lösung der klarerweise unterschiedlichen Einstellungen zu Veränderungen und den vertraglichen Folgen (vgl. LECHNER, H. aaO).
CALCULATIONS AND CONSTRUCTION SCHEDULE
The calculations of the contractor and the construction schedule play the most essential roles for determining additional costs and the adaptions of the construction schedule. The timely capture of claim events and their consequences as well as a precise documentation based on a contractual agreement together with a proper method of the construction time analysis are the basics for handling any claims due to disruption and delay in a fair and fact-based manner.
PROJECT-RELATED ANALYSIS OF THE CONSTRUCTION PROCESS
We are convinced that significant construction process analysis can only be developed in accordance with the project. Besides the as-planned process and claim events from both contractual domains the actual construction process (as-built situation) has to be considered to the analysis. A prompt documentation and correspondence regarding the content of the contract will help the contracting parties to make fact-based decisions and to be aware of comprehensive management options.
WERKL, M. | KAHRER, S. | HECK, D. (2017): Bauzeitnachträge "richtig gemacht"
DOCUMENTATION I VERIFICATION
The importance of a documentation for verifying claims of additional or reduced expenses in the construction sector has become relevant in Austrian specialist literature within the last two years. Especially when talking about the verification of single events in detail as a result of more or less consistent interpretation of the legal entitlement for claims fdue to additional or reduced expenses, the perception has been sharpened by all parties involved in the project.
Our approach is that the verification of single events in detail, which will display the causal chain between claim events, the consequences for the construction process as well as the timely and monetary effects have to be strictly derived from the modified as-planned schedule considerung the as-built schedule. From our point of view, this will only be possible through project assistance right from the beginning.
SCL | DELAY AND DISRUPTION PROTOCOL
The 2nd edition of the SCL Protocol of 2017 is a revision from the SCL Delay and Disruption Protocol first published in 2002 by the international Society of Construction Law (SCL). The purpose of the protocol is to assist in current controversial questions within construction contracts. This especially concerns the treatment of claims for additional construction time and additional costs as well as the compensation for additional resources necessary for construction.
SCL-Delay and Disruption Protocol (2nd edition, 2017)
ACTUAL SCHEDULE | AS BUILT
What has already happened at the construction site? Here we represent the actual construction progress by using daily site reports, transfer logs, activity schedules, or device reports etc. Ideally, the structure of the operations (Work Breakdown Structure/WBS) of the as-built construction schedule correlates exactly with those in the contractually agreed schedule in order to ensure an exact allocation for the actual conducted performance of the contractual schedule.
CONTRACT SCHEDULE
The contractually agreed schedule forms the basis for the planned construction work and serves as a starting point for the calculation of any changes in time or time-dependent additional costs or reduced expenses due to any performance variances. Calculation data as well as the planned resources form the reliable treaty basis of the Contractor's schedule. The logical linking of processes and the identification of a critical path are, from our perspective, mandatory requirements for a further delay analysis and updating in the course of a fact-based and cooperative contract management.
HOLISTIC APPROACH
The calculations of the contractor, the construction schedule and a systematic procedure of verification and a precise description of the most significant events which cause delay and disruption, are the fundamental elements for a successful management of claims according to FRÜHWIRTH/SEEBACHER. The authors emphasize the importance of a most accurate description of claim events, together with a documentation of the contractor and the client. They refer to the TIA (Time Impact Analysis) as a suitable method for presenting the consequences of changes, and that’s how we too see things.

Wir sehen das auch so!

FRÜHWIRTH, M. I SEEBACHER, G. (2017): Die erforderliche Anspruchskonkretisierung von Mehrkostenforderungen aus baubetriebswirtschaftlicher und rechtlicher Sicht, in: bau aktuell 5/2017, pp. 190-198, Linde Verlag
Previous
Next
Close Menu
English
German English