S02 01 32 16-15 Project Schedule Cost Loaded .pdf

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SECTION 01 32 16.15

PROJECT SCHEDULES

PART 1- GENERAL

1.1 DESCRIPTION:

A. The Contractor shall develop a Critical Path Method (CPM) plan and schedule demonstrating fulfillment of the contract requirements (Project Schedule) and shall keep the Project Schedule up-to-date in accordance with the requirements of this section and shall utilize the plan for scheduling, coordinating and monitoring work under this contract (including all activities of subcontractors, equipment vendors and suppliers). Conventional Critical Path Method (CPM) technique shall be utilized to satisfy both time and cost applications.

1.2 CONTRACTOR'S REPRESENTATIVE:

A. The Contractor shall designate an authorized representative responsible for the Project Schedule including preparation, review and progress reporting with and to the Contracting Officer's Representative (COR).

B. The Contractor's representative shall have direct project control and complete authority to act on behalf of the Contractor in fulfilling the requirements of this specification section.

C. The Contractor’s representative shall have the option of developing the project schedule within their organization or to engage the services of an outside consultant. If an outside scheduling consultant is utilized, Section 1.3 of this specification will apply.

1.3 CONTRACTOR'S CONSULTANT:

A. The Contractor shall submit a qualification proposal to the COR, within

10 days of bid acceptance. The qualification proposal shall include:

1. The name and address of the proposed consultant.

2. Information to show that the proposed consultant has the qualifications to meet the requirements specified in the preceding paragraph.

3. A representative sample of prior construction projects, which the proposed consultant has performed complete project scheduling services. These representative samples shall be of similar size and scope. The representative must have a comprehensive knowledge of CPM scheduling principles and application. At a minimum provide the following:

A. Minimum of 5 years’ experience in construction scheduling B. A degree in a related field, such as Construction Management, Engineering or Business.

C. The narrative should describe the experience the consultant has specifically with VA construction projects as it relates to development & analysis of project schedules, analysis options to expedite or recover time in schedules, float management, monthly schedule updates & progress reports, identification & documentation of changes & delays and project monitoring.

D. The Contracting Officer has the right to approve or disapprove the proposed consultant, and will notify the Contractor of the VA decision within seven calendar days from receipt of the

01 32 16.15 - 2 qualification proposal. In case of disapproval, the Contractor shall resubmit another consultant within 10 calendar days for renewed consideration. The Contractor shall have their scheduling consultant approved prior to submitting any schedule for approval.

1.4 COMPUTER PRODUCED SCHEDULES

A. The contractor shall provide the Project Schedule and monthly Project

Progress Schedule submittal, to the Department of Veterans Affairs (VA), all computer-produced time/cost schedules and reports generated from monthly project updates.

B. Provide the "xer" export file in a version of P6 importable by the Government system. Verify at the preconstruction meeting which version of P6 is in use by the Government. Export the schedule in a version of P6 no newer than that used by the Government.

C. The contractor shall be responsible for the correctness and timeliness of the computer-produced reports. The Contractor shall also be responsible for the accurate and timely submittal of the updated project schedule and all CPM data necessary to produce the computer reports and payment request that is specified.

D. The VA will report errors in computer-produced reports to the Contractor’s representative within twelve (12) calendar days from receipt of reports. The Contractor shall reprocess the computer-produced reports and electronic file, when requested by the Contracting Officer’s representative, to correct errors which affect the payment and schedule for the project.

E. Ensure Primavera P6 settings provide a schedule capable of fulfilling the requirements of the contract. The following settings are mandatory and required in all schedule submissions to the Government:

a. Activity Codes must be Project Level, not Global or EPS level.

b. Calendars must be Project Level, not Global or Resource level.

c. Activity Duration Types must be set to "Fixed Duration & Units".

d. Percent Complete Types must be set to "Physical".

e. Time Period Admin Preferences must remain the default "8.0 hr/day, 40 hr/week, 172 hr/month, 2000 hr/year". Set Calendar Work Hours/Day to 8.0 Hour days.

f. Set Schedule Option for defining Critical Activities to "Longest Path".

g. Set Schedule Option for defining progressed activities to "Retained Logic".

h. Set up cost loading using a single lump sum non-labor resource.

The Price/Unit must be $1/hr, Default Units/Time must be "8h/d", and settings "Auto Compute Actuals" and "Calculate costs from units" un-selected.

i. Activity ID's must not exceed 10 characters.

j. Activity Names must have a verb-noun structure and contain the most defining and detailed description within the first 30 characters.

k. The daily ending hour for all work calendars must be the same.

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1.5 THE COMPLETE PROJECT SCHEDULE SUBMITTAL

A. Prepare for approval a Project Schedule, the Project Schedule. Within

42 calendar days after receipt of Notice to Proceed, the Contractor shall submit for the Contracting Officer's review; the Project Schedule in an electronic file in the previously approved CPM schedule program.

The Project Schedule should be a forward planning as well as a project monitoring tool. The submission will also include digital files of the required reports and a narrative explaining the Contractor’s plan to perform the work including but not limited to any phasing, longest path, assumptions, limitations, anticipated resources, and risk/opportunities to the completion of the project (Narrative Report).

1. The submittal shall also include a computer-produced activity/event

ID schedule showing project duration; phase completion dates; and other data, including event cost. Each activity/event on the computer-produced schedule shall contain as a minimum, but not limited to, activity/event ID, activity/event description, original duration, calendar, budget amount, early start date, early finish date, late start date, late finish date and total float.

2. The submitted Project Schedule shall have a data date equal to the Notice to Proceed. The complete working schedule shall reflect the Contractor's approach to scheduling the complete project. The Project Schedule in its original form shall contain no contract changes or delays which may have been incurred during the final network diagram development period and shall reflect the entire contract duration as defined in the bid documents. These changes/delays shall be entered at the first update after the Project Schedule has been approved. The Contractor should provide their requests for time and supporting time extension analysis for contract time as a result of contract changes/delays, after this update, and in accordance with Article, ADJUSTMENT OF CONTRACT

COMPLETION.

3. The narrative report will include the following if applicable –

a. The contractor shall obtain VA approval on all submittals prior to work starting, so the submittal review timeframe is required to be shown correctly before work starts.

b. The review timeframes will be finalized at the Pre-conference / NTP meeting with Contracting for submittal review time and RFI review time.

c. Utility shutdowns, road & parking lot closures, and other medical center interruptions should be discussed and shown on the schedule. These typically require coordination weeks in advance & need to be considered & included in a schedule.

d. Phasing Requests, Coordination & Move timeframes.

i. Ensure sequence of activities is completed in the most logical manner following any VA phasing or other requirements.

ii. Ensure review of specifications/contract documents for any schedule constraints; activities that must be completed before other activities can start, or

01 32 16.15 - 4 sequences which must be followed as to not disrupt other activities. This includes, but is not limited to, submittal approval before work starts, written requests for phasing/moves, coordination with SHPO or local agencies for review of required plans, work within the Wetlands or Buffer Zones (this requires outside environmental reviews), samples & mock-ups, etc.

e. Long-Lead Item timeframes

f. Weather-Dependent-Activities shown in incorrect seasons.

g. Acknowledge understanding of local factors specific to the VA

Medical Center including but not limited to local factors like weather, requirement for campus specific proprietary brands and/or vendors, environmental review processes, Massachusetts historical commission requirements, labor availabilities, other ongoing construction projects on campus, union contracts, etc. that may influence & impact the schedule.

4. No early completion accepted. The contractor is responsible for providing a schedule for the full period of performance.

5. The submitted Project Schedule shall be cost loaded in accordance with Article 1.6 WORK ACTIVITY/EVENT COST DATA and prepared in accordance with 1.7 PROJECT SCHEDULE DETAILED REQUIREMENTS.

B. Within 30 calendar days after receipt of the Project Schedule, the Contracting Officer or his representative, will do one or both of the following:

1. Notify the Contractor concerning his actions, opinions, and objections.

2. A meeting with the Contractor at or near the job site for joint review, correction or adjustment of the proposed plan will be scheduled if required. Within 14 calendar days after the joint review, the Contractor shall revise and shall submit the reports, narrative, and revised electronic file as specified by the Contracting Officer. The revised submission will be reviewed by the Contracting Officer and, if found to be as previously agreed upon, will be approved.

C. The approved Project Schedule and the computer-produced schedule(s) generated there from shall constitute the baseline Project Schedule until subsequently revised in accordance with the requirements of this section.

1.6 WORK ACTIVITY/EVENT COST DATA

A. The Contractor shall cost load all work activities/events except submittal and procurement activities. Delivery of materials activities that are received and stored on site can be cost loaded. The cumulative amount of all cost loaded work activities/events (including alternates) shall equal the total contract price. Contractor shall assign a Bid Item Code to all activities using the Contract Line Item Number to which the activity belongs, even for activities that are not cost loaded. Prorate overhead, profit and general conditions on all construction activities/events for the entire project length. Only

01 32 16.15 - 5 construction work activities, delivery of materials stored on site activities and submittals that are extensions of design shall be cost loaded unless specifically approved by the COR. The contractor shall generate from this information cash flow curves indicating graphically the total percentage of work activity/event dollar value scheduled to be in place on early finish, late finish. These cash flow curves will be used by the Contracting Officer to assist the COR in determining approval or disapproval of the cost loading. Negative work activity/event cost data will not be acceptable, except on VA issued contract changes.

B. Activity cost loading must be reasonable and without front-end loading or other unbalancing. Provide additional documentation to demonstrate reasonableness if requested by the Contracting Officer. If the cost distribution appears to be unbalanced, the Contracting Officer will require written justification as described above prior to accepting the baseline schedule.

C. The Contractor shall cost load work activities/events for guarantee period services, test, balance and adjust various systems in accordance with the provisions in Article, FAR 52.232 – 5 and VAAR 852.232–70

D. In accordance with FAR 52.236 – 1 (PERFORMANCE OF WORK BY THE CONTRACTOR) and VAAR 852.236 – 72 (PERFORMANCE OF WORK BY THE CONTRACTOR), the Contractor shall submit, simultaneously with the cost per work activity/event of the construction schedule required by this Section, a responsibility code for all activities/events of the project for which the Contractor's forces and subcontracted forces will perform the work.

E. The Contractor shall cost load work activities/events for all BID ITEMS including ASBESTOS ABATEMENT. The sum of each BID ITEM work shall equal the value of the bid item in the Contractors' bid.

1.7 PROJECT SCHEDULE DETAILED REQUIREMENTS

A. Develop the Project Schedule to the appropriate level of detail to address major milestones and to allow for satisfactory project planning and execution. Failure to develop the Project Schedule to an appropriate level of detail will result in its disapproval.

B. Show on the project schedule the sequence of work activities/events required for complete performance of all items of work. The Contractor Shall:

1. Show activities/events as:

a. Contractor's time required for submittal of shop drawings, templates, field-measure, fabrication, delivery and similar pre-construction work. Pre-construction activities include but not limited to establish site laydown, mobilization, erect temporary construction partitions, install & obtain approval of Infection Prevention setup, permitting, Ground Penetrating Radar Survey, etc.

b. Procurement Activities – The contractor should be required to show submittals, submittal review, fabrication, delivery, installation of equipment and start-up.

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c. Contracting Officer's and Architect-Engineer's review and approval of shop drawings, equipment schedules, samples, template, or similar items.

d. Interruption of VA Facilities utilities, delivery of Government furnished equipment, and rough-in drawings, project phasing and any other specification requirements.

e. Test, balance and adjust various systems and pieces of equipment, maintenance and operation manuals, instructions and preventive maintenance tasks.

f. VA inspection and acceptance activity/event with a minimum duration of five work days at the end of each phase and immediately preceding any VA move activity/event required by the contract phasing for that phase.

g. Contractor Internal Final Inspection, Contractor Final cleaning & turn-over to VA

2. Show not only the activities/events for actual construction work for each trade category of the project, but also trade relationships to indicate the movement of trades from one area, floor, or building, to another area, floor, or building, for at least five trades who are performing major work under this contract. If necessary, provide sketch showing the areas, floors, and buildings under the contract.

3. Break up the work into activities/events of a duration no longer than 10 workdays each, except as to non-construction activities/events (i.e., procurement of materials, delivery of equipment, concrete and asphalt curing) and any other activities/events for which the COR may approve the showing of a longer duration. The duration for VA approval of any required submittal, shop drawing, or other submittals will not be less than required by the specifications or 20 workdays if not otherwise indicated.

4. Describe work activities/events clearly, so the work is readily identifiable for assessment of completion. Activities descriptions should include an action, specific work including detailed location.

Activities/events labeled "start," "continue," or "completion," are not specific and will not be allowed.

5. The schedule activity IDs shall be generally numbered in such a way to reflect either discipline, phase or location of the work.

6. Only two open ended activities are allowed: the first activity "Notice to Proceed" is to have no predecessor logic, and the last activity -"End Project" is to have no successor logic.

7. Except as noted above all activities are to have at least a start-to-start or finish-to-start relationship with its predecessor(s) and a finish-to-finish or finish-to-start relationship with its successor(s). Start to Finish (SF) relationships are prohibited.

Logic events (non-work) will be permitted where necessary to reflect proper logic among work events.

8. Lags must be reasonable as determined by the Government and not used in place of realistic original durations, must not be in place to

01 32 16.15 - 7 artificially absorb or create float, or to replace proper schedule logic. Lags should be no greater than 5 working days. Work activity/event relationships with a lead (negative lag) are prohibited.

9. Activity/event date constraints, not required by the contract, will not be accepted unless submitted to and approved by the Contracting Officer. The contractor shall make a separate written detailed request to the Contracting Officer identifying these date constraints and secure the Contracting Officer’s written approval before incorporating them into the network diagram. The Contracting Officer’s separate approval of the Project Schedule shall not excuse the contractor of this requirement.

10. Ensure anticipated adverse weather is accounted for in the Project Schedule. AACE 84R-13 provides methodologies for techniques in planning for adverse weather. The preferred methodology is the use of a weather calendar. If a method other than a weather calendar is proposed the discuss the reason during the preconstruction meeting.

11. Activity Actual Start (AS) and Actual Finish (AF) dates assigned during the updating process must match those dates provided in the Contractor Quality Control Reports. Failure to document the AS and AF dates in the Daily Quality Control report will result in disapproval of the Contractor's schedule.

12. Do not delete activities from the project schedule. If the activity is no longer to be used a Deleted Activity WBS should be used to move these activities to this WBS. The actual start and the actual finish of the activity will be the date the activity was no longer valid. Correct out of sequence predecessors’ logic if necessary.

Address activities moved to the deleted activity WBS in the Narrative Report.

13. Schedule calculations must retain the logic between predecessors and successors ("retained logic" mode) even when the successor activity(s) starts and the predecessor activity(s) has not finished (out-of-sequence progress). Software features that in effect sever the tie between predecessor and successor activities when the successor has started and the predecessor logic is not satisfied ("progress override") are not be allowed.

14. Activities that have progressed before all preceding logic has been satisfied (Out-of-Sequence Progress) will be allowed with revisions to correct logic reflect how the work was actually preformed and to eliminate out of sequence progress or justify not changing the sequencing for approval prior to submitting an updated project schedule. Address out of sequence progress or logic changes in the Narrative Report and in the periodic schedule update meetings.

C. The Contractor shall submit the following supporting data in addition to the project schedule:

1. The appropriate project calendar(s) including working days, non work days, holidays and separate calendars as appropriate for weather

01 32 16.15 - 8 sensitive activities, seasonal shut-downs of work, work restrictions or other calendars as approved by COR.

2. The planned number of shifts per day.

3. The number of hours per shift.

Failure of the Contractor to include this data shall delay the review of the submittal until the Contracting Officer is in receipt of the missing data.

D. Failure to include any element of work required for the performance of this contract shall not excuse the Contractor from completing all work required within any applicable completion date of each phase regardless of the COR’s approval of the Project Schedule.

1.8 PAYMENT TO THE CONTRACTOR:

A. On or before the 30th of each month, the contractor shall submit an updated schedule based on the monthly meetings. These must be submitted with and substantively support the contractor’s monthly payment request and the look ahead report. Monthly schedule updates shall include the following:

1. Electronic file(s) (native file to scheduling software) of the resulting monthly updated schedule.

2. Schedule software reports will also include but is not limited to: a listing of all project schedule changes; schedule log; longest path report for each Contract Milestone; all activity report; a progress over the period report; cash flow curves; and a look ahead report.

The COR shall identify any additional report formats that the contractor shall provide.

3. Schedule Narrative Report, narrative shall include: data date, schedule update number, current contract CCD, projected completion date, outstanding long lead items and projected completion dates, description of current and potential future schedule problem areas, identification of any weather delays and justification versus typical adverse weather, description of logic changes and justification, duration changes and justification, activity name or description changes, added/deleted activities, out of sequence activities, summary of the longest path activities, and any other items to describe how the schedule was changed from the previous month. The narrative will also list of any activity/event changes including for any of the following reasons:

1. Delay in completion of any activity/event or group of activities/events, which may be involved with contract changes, strikes, unusual weather, and other delays will not relieve the Contractor from the requirements specified unless the conditions are shown on the CPM as the direct cause for delaying the project beyond the acceptable limits.

2. Delays in submittals, or deliveries, or work stoppage are encountered which make rescheduling of the work necessary.

3. The schedule does not represent the actual prosecution and progress of the project.

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4. When there is, or has been, a substantial revision to the activity/event costs regardless of the cause for these revisions.

Refer to Article 1.11 for additional details.

B. Monthly, the contractor shall submit an application and certificate for payment using VA Form 10-6001a or the AIA application and certificate for payment documents G702 & G703 reflecting updated schedule activities and cost data in accordance with the provisions of the following Article, PAYMENT AND PROGRESS REPORTING, as the basis upon which progress payments will be made pursuant to Article, FAR 52.232 – 5 and VAAR 852.232–70. The Contractor shall be entitled to a monthly progress payment upon approval of estimates as determined from the currently approved updated project schedule. Monthly payment requests shall include: a listing of all project schedule changes and associated data; and an electronic file (s) of the resulting monthly updated schedule, approved project schedule, updated submittal register, and certification that the red-line drawings for the project are up to date, monthly waste management reports, certified payrolls, any abatement manifests completed within that month.

C. Approval of the Contractor’s monthly Application for Payment shall be contingent, among other factors, on the submittal of a satisfactory monthly update of the project schedule.

1.9 PAYMENT AND PROGRESS REPORTING

A. Monthly schedule update meetings will be held on dates mutually agreed to by the COR and the Contractor. Contractor and their CPM consultant (if applicable) shall attend all monthly schedule update meetings. The Contractor shall accurately update the Project Schedule and all other data required and provide this information to the COR three work days in advance of the schedule update meeting. Job progress will be reviewed to verify:

1. Actual start and/or finish dates for updated/completed activities/events.

2. Remaining duration for each activity/event started, or scheduled to start, but not completed.

3. Update the percent complete for each activity started, based on the realistic assessment of earned value. Activities which are complete but for remaining minor punch list work and which do not restrain the initiation of successor activities may be declared 100 percent complete to allow for proper schedule management. Budgeted cost of activity is to be reduced by the amount needed to correct deficiency.

4. Logic, time and cost data for change orders, and supplemental agreements that are to be incorporated into the Project Schedule.

5. Changes in activity/event sequence and/or duration which have been made, pursuant to the provisions of following Article, ADJUSTMENT OF

CONTRACT COMPLETION.

6. Completion percentage for all completed and partially completed activities/events.

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7. Logic and duration revisions required by this section of the specifications.

8. Activity/event duration and percent complete shall be updated independently.

B. After completion of the joint review, the contractor shall generate an updated computer-produced calendar-dated schedule and supply the Contracting Officer’s representative with reports in accordance with the Article, COMPUTER PRODUCED SCHEDULES, specified.

C. Following approval of the CPM schedule, the VA, the General Contractor, its approved CPM Consultant, VA projects office representatives, and all subcontractors needed, as determined by the CO/COR, shall meet to discuss the monthly updated schedule. The main emphasis shall be to address work activities to avoid slippage of project schedule and to identify any necessary actions required to maintain project schedule during the reporting period. The Government representatives and the Contractor should conclude the meeting with a clear understanding of those work and administrative actions necessary to maintain project schedule status during the reporting period. This schedule coordination meeting will occur after each monthly project schedule update meeting utilizing the resulting schedule reports from that schedule update. If the project is behind schedule, discussions should include ways to prevent further slippage as well as ways to improve the project schedule status, when appropriate.

E. Withholdings / Payment Rejection: Failure to meet the requirements of this specification may result in the disapproval of the periodic schedule updates and subsequent rejection of payment requests until compliance is met.

F. COR reserves the right to request additional interim schedule updates on an as needed basis.

1.10 RESPONSIBILITY FOR COMPLETION

A. If it becomes apparent from the current revised monthly progress schedule that phasing or contract completion dates will not be met, the Contractor shall execute some or all of the following remedial actions:

1. Increase construction manpower in such quantities and crafts as necessary to eliminate the backlog of work.

2. Increase the number of working hours per shift, shifts per working day, working days per week, the amount of construction equipment, or any combination of the foregoing to eliminate the backlog of work.

3. Reschedule the work in conformance with the specification requirements.

B. Prior to proceeding with any of the above actions, the Contractor shall notify and obtain approval from the COR for the proposed schedule changes. If such actions are approved, the representative schedule revisions shall be incorporated by the Contractor into the Project Schedule before the next update. The cost of revisions to the Project Schedule not resulting from contract changes is the responsibility of the Contractor.

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1.11 CHANGES TO THE SCHEDULE

A. CPM revisions made under this paragraph which affect the previously approved computer-produced schedules for Government furnished equipment, vacating of areas by the VA Facility, contract phase(s) and sub phase(s), utilities furnished by the Government to the Contractor, or any other previously contracted item, shall be furnished in writing to the Contracting Officer for approval.

B. Contracting Officer's approval for the revised project schedule and all relevant data is contingent upon compliance with all other paragraphs of this section and any other previous agreements by the Contracting Officer or the VA representative.

C. The cost of revisions to the project schedule resulting from contract changes will be included in the proposal for changes in work as specified in FAR 52.243 – 4 (Changes), and will be based on the complexity of the revision or contract change, man hours expended in analyzing the change, and the total cost of the change.

D. The cost of revisions to the Project Schedule not resulting from contract changes is the responsibility of the Contractor.

1.12 ADJUSTMENT OF CONTRACT COMPLETION

A. The contract completion time will be adjusted only for causes specified in this contract. Request for an extension of the contract completion date by the Contractor shall be supported with a justification, CPM data and supporting evidence as the COR may deem necessary for determination as to whether or not the Contractor is entitled to an extension of time under the provisions of the contract. Submission of proof based on revised activity/event logic, durations (in work days) and costs is obligatory to any approvals. The schedule must clearly display that the Contractor has used, in full, all the float time available for the work involved in this request. The Contracting Officer's determination as to the total number of days of contract extension will be based upon the current computer-produced calendar-dated schedule for the time period in question and all other relevant information. Time extension requests shall be prepared in accordance with AACEi Recommended Practice 29R03 Forensic Schedule Analysis.

B. Prospective Analysis – Contractor shall prepare a time impact analysis in accordance with industry standard AACEi Recommended Practice 52R06 Time Impact Analysis. Contractor shall utilize the latest approved schedule prior to the first day of the impact or delay for the time impact analysis. If the Contracting Officer determines the time frame between the last approved schedule and the first day of impact is too great, prepare an interim updated schedule to perform the time impact analysis. Unless approved by the Contracting Officer, no other changes may be incorporated into the schedule being used to justify the time impact.

C. Contractor shall provide a description of the event(s) that caused the delay and/or impact to the work. As part of the description, identify all schedule activities impacted. Show that the event that caused the

01 32 16.15 - 12 delay/impact was the responsibility of the Government. Provide a time impact analysis that demonstrates the effects of the delay or impact on the project completion date, or interim completion date(s). Evaluate multiple impacts chronologically; each with its own justification of delay. With multiple impacts consider any concurrency of delay. A time extension becomes part of the project schedule and all future schedule updates upon approval by the Contracting Officer.

D. Actual delays in activities/events which, according to the computer- produced calendar-dated schedule, do not affect the extended and predicted contract completion dates shown by the critical path in the network, will not be the basis for a change to the contract completion date. Within 10 working days after receipt of such justification and supporting evidence the Contracting Officer will review the facts and advise the Contractor in writing of the Contracting Officer's decision. If the Contracting Officer requires more time to review the facts and provide the decision, the Contracting Officer will respond before the 10 working days in writing more time is required for the review with a date that the decision can be provided.

D. The Contractor shall submit each request for a change in the contract completion date to the Contracting Officer in accordance with the provisions specified under FAR 52.243 – 4 (Changes). The Contractor shall include, as a part of each change order proposal, a sketch showing all CPM logic revisions, duration (in work days) changes, and cost changes, for work in question and its relationship to other activities on the approved network diagram.

E. All delays due to non-work activities/events such as RFI’s, WEATHER, STRIKES, and similar non-work activities/events shall be analyzed on a month by month basis in the monthly meeting. If merit for a time extension is established the Contracting Officer will issue an extension in accordance with the provisions specified under FAR 52.243

– 4 (Changes).

E. The Contracting Officer must approve the Justification of Delay including the time impact analysis before a time extension will be granted. No time extension will be granted unless the delay consumes all available Project Float and extends the projected finish date ("End Project" milestone) beyond the Contract Completion Date. The time extension will be in calendar days.

F. Actual delays that are found to be caused by the Contractor's own actions, which result in a calculated schedule delay, are not a cause for an extension to the performance period, completion date, or any interim milestone date.

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