Long lead equipment
Switchgear, elevators, curtain wall, generators, chillers. Each one checked against the date the sequence needs it standing on site, not against the date somebody typed into the log.
Home Services Schedule and Procurement Risk Review
A construction schedule risk review, before the date becomes a claim
The completion date in the contract is the one your lease, your lender and your opening all depend on. We test whether it is achievable or aspirational.
The question it answers
Is this date real, or is it a picture?
Why it happens
Why a construction schedule risk review reads float, not the date
The completion date is the last thing in a schedule to move. Everything before it moves first.
Float absorbs slippage silently
Activities off the critical path can slip for weeks without the date changing. A schedule can lose most of its resilience while every report says it is on time.
Long lead items set dates
An activity cannot start before its equipment arrives. The order-by dates live in a procurement log that is often not reconciled with the schedule at all.
Owner decisions sit on the path
Selections, approvals and releases the owner owes the project carry dates too. When they are late, the delay is the owner risk, whatever the contract says about the rest.
What it covers
A date in a contract is a promise about sequence, labor and long lead equipment
We test that promise against the three things that break it most often: the order the work has to happen in, the award dates sitting behind the equipment, and what the contract says when the float runs out.
We do not build a competing program and we do not re-sequence the job. We read the program you were handed and say where it depends on something that has not happened yet, then put a number on what that dependency is worth if it slips.
Most programs are not wrong. They are optimistic in three or four specific places, and those places are knowable in advance from the procurement log and the contract language.
What you send us
The baseline program as issued
The procurement or buyout log
The draft contract
The general conditions
Your contractual milestone dates
Long lead quotations in hand
The permit status, if it is on the critical path
Send what you have. A document that does not exist yet is itself a finding, and we will say so rather than wait for it.
What we read
Six things we open first
The order matters. These six carry most of the exposure on most projects, so they come before anything else in the set.
Procurement dates
Award dates read against your signing date, so you can see what is already behind on the day you sign. This is the single most common finding and the cheapest one to fix early.
Float ownership
Who owns the float, how it is consumed, and what the contract says happens when there is none left. Float that belongs to the project belongs to whoever gets to it first.
Sequence and stacking
Where the program puts two trades in one area at one time, and what that assumption does to productivity if it holds. Stacking is not forbidden. It is just rarely priced.
Calendar assumptions
How many non-working days the program allows, read against the calendar and the climate it will actually be built in. A program with no weather allowance has an unstated owner risk in it.
Your own milestones
The dates where an owner decision, a permit or a tenant handover sits on the critical path, and how much notice you get before each one. These are the dates you can actually control.
How we read it
The method, and its limits
What a review is worth depends as much on what it refuses to do as on what it covers.
What we do
Read the program against the procurement it depends on and the contract that governs it. Three documents, read together, because separately each one looks fine.
What we do not do
We do not re-sequence, re-plan or run a delay claim. A delay claim explains a date that has already gone. This review is about one that has not gone yet.
What decides the order
Consequence. An item that moves the handover date outranks one that consumes float nobody was going to use, however large that item looks on paper.
One line from a register
What a finding looks like
Switchgear shown on the program as ordered in week six, against a quoted lead time of thirty eight weeks. The sequence needs it energized in week forty. That is a two week gap with no float in front of it, and the program shows no temporary power alternative.
What the finding is worth
$120k to $200k
Example only. Figures on this site illustrate the format of a deliverable. They are not taken from a client project and they are not a quotation.
What lands on your desk
01
02
03
Documents, not opinions
Every finding carries the money behind it and points to the page of the set it came from. One call to walk it through, before your signing date.
Schedule Risk Register
Each assumption the date depends on, ranked by what it costs you if it does not hold, with the activity and the log line it came from.
Procurement Exposure List
The long lead items, their award dates, and the ones already behind on the day you sign.
Float and Delay Memo
What the contract says about float, delay, notice and extension, written so that somebody who has never run a program can follow it.
Before you commission it
Questions owners ask
Run it alongside the price review and before the amendment is executed. The procurement findings are the ones that expire fastest, because every week you wait is a week of lead time you cannot get back.
How long does a schedule risk review take?
Five to ten working days. If the native program file is available it is usually the shorter end, because the logic can be tested rather than read.
Do you challenge the contractor’s logic?
We read it. Where the logic depends on something that has not happened, we name what has to happen and by when. We do not propose a different sequence, because that would make the program partly ours.
Do you need the native file?
A PDF is enough to start. The native file lets us test the logic properly, and without it we tell you which findings we could not test and what that means.
What if the date is achievable?
Then we write that down. A date confirmed in writing before signature is worth having when somebody claims otherwise in month nine.
Is this a delay analysis?
No. A delay analysis is forensic and comes after something has gone wrong. This is the opposite end of the job.
What you end up with
What you can act on
A schedule you can make decisions from, not a date you have to trust.
A schedule risk register
The ten to twenty risks that actually threaten completion, ranked by their effect on the date rather than by discipline.
An owner decision calendar
Every decision you owe the project and the date on which it becomes a delay, set out on one page your board can act on.
A written view on the date
Whether the stated completion is supportable, with order-by dates for long lead items and for the packages not yet bought.
| Fee | Fixed, quoted against a named document set listed in the engagement. Not hourly. |
|---|---|
| Payment | Fifty percent on engagement, fifty percent before the final deliverable is released. |
| The clock | Delivery starts when the complete document set arrives, not when the engagement is signed. |
| Included | One kickoff call and one readout call. |
| Turnaround | Two to three weeks from the complete document set. |
A date is achievable or it is not, and we say which
How this one is bought
One
See the packages
Take this module on its own, or take all four as a single review with one consolidated owner memo.
The other modules
Same set of documents, read from a different side
If you are not sure which module answers your question, send the documents and we will say which one we would run first.