Hi,
Just noticed your posting, and thought I would share my approach with you.
Where I am dealing with construction type projects and delays or variations
to scope I enter them as a task and assign them with a duration representing
the delay or time extension incurred by the variation. I then link them in
to the tasks affected by these delays/variations and this then shows what
happens to end dates. If , as with a delay, resource levels are unaffected
then simply dont assign a resource. If with delays there is an effect on
resource costs and these are being tracked through project then add the
resources. But I do agree with showing these changes as separate tasks in
the scheduel and I show them under a summary task of their own. It also
helps in future potential discussions about why the project was late, or
costs were greater, or why there is a variation etc. Also remember that in
many countries if these contracts go to dispute then the schedule is one area
where documented proof can be given to show why time and costs were not met.
I can state this in certainty as in another role I do is as an
arbitrator/adjudicator and that is something I would be looking for as part
of my deliberations.
Remember that the schedule can often be an integral part of the contract and
so can hold the same status and importance.
Hope this helps
Regards
DavidC
