So, this is a little bit of a bonus course and this is how we inside nodes and links when asked to by our customers deliver schedule impact reports or specifically there's been a change in scope IE something 's been delayed of no fault to our customer or they've got a change request in and it's about analysing the impact of that for whatever reason either it's going to be an extension of time claim it's going to be another kind of claim such as the disruption claim or it's going to be evidence i
n case they end up in court with liquidated damages and the document you can see on the right is our template of how we do this and then the platform is on the left and i'll just talk you through how we do this very very quickly then obviously you can align it with your own processes so the first is we talk about scope change now personally we go to compare and then analyze what has changed and we're able to isolate that and essentially print it off so we can say in if we've got a change proposa
l that changes scope through we can say that these are the activities and milestone that have changed we then profile them against key dates so we show how the key dates have changed directly because for example if one of those activities lies on the critical path of key dates we can evidence that which then comes to paths we can also show the subcritical path to start to build the narrative around the risk side of the story then we will if the if the project has has calculated the time risk all
owance or any kind of budget using a quantitative schedule risk analysis we'll do an exhaustive comparison between the two of which you can see how to do now how to run a qsra course doing that will show how the P positions have changed and also how the risk drivers have changed here we're talking about what individual activities are risks and different measures are contributing to that P position now those risk drivers are actually a very very key large point for us and a point of value so for
example if we've got an activity where it from just simple example it was contributing ten percent to the overall P eighty position which was a contracted position and now because of a change it's contributing five percent let's say that that PH position was twenty days ahead of the deterministic date and each day was worth a million so ten percent of those twenty days is two days which is two million in this sense if we've implemented a risk mitigation strategy which has cost a million then we
were supposed to make a million in underlying profit on that risk driver impact
strategy now if the uncertain distribution has been lowered from ten percent to five percent we're breaking even and that is a point of discussion and commercial compensation potentially then what we do is to look at individual activity changes and in the resource changes associated with that activity and this is really about disruption it's about productivity here and then finally we look at interface changes which
are give get dates between different systems and different suppliers to understand if it's introduced any risk and therefore additional scope needs to be added of course you can do a lot less than this this is a full comprehensive report the simplest report i've ever seen is just simple a simple critical path analysis to see if the critical path has changed and if it hasn't people say no impact this is the other end of the spectrum i would highly advise that you take these points and you design
whatever system you see fit for the project that you're on the offers the maximum value and this is a point where schedulers and risk managers could add a significant value to a project above and beyond just the coordination claims delays extension of time they often have significant sums of money going with them so if you want to get into the realms of being able to drive the property of the project this is one of the areas that i would recommend that you focus on
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