Sample data — this is a ScheduleLens demonstration report on a synthetic schedule, not a real construction project. Back to schedulelens.com · Download PDF · Download Excel appendix
ScheduleLens Schedule Health

Project

SL-DEMO

2026-06-14 · sourced from XER

Schedule health

Amber

3 warnings — schedule quality acceptable with minor concerns.

Red flags

0

Warnings

3

Critical-path activities

8

Activities on the longest (critical) path — zero or negative total float, driving the completion date.

Near-critical activities

16

Activities with 1–20 working days of total float — within one status cycle of becoming critical.

DCMA score

8 / 14

DCMA 14-point checks passed (3 not assessed).

Baseline Execution Index

—

Productivity index — schedule carries no baseline finish dates, so it cannot be computed.

Project start

2026-01-05

Data date

2026-01-05

160 calendar days ago — stale snapshot.

Project finish

2028-06-08

Activities

148

Analytical aid for schedule review — not an expert determination or legal advice. Findings should be reviewed by a qualified delay analyst before being relied upon in formal contract correspondence.

ScheduleLens 0.1.0 · health-1

Contents

Schedule Health

  1. — Disclosures
  2. Brief
  3. 01 Executive Summary
  4. 02 Where to focus first
  5. 03 Key Milestones
  6. 04 Progress curve
  7. 05 Float-path risk
  8. 06 DCMA 14-Point compliance
  9. Narrative
  10. 07 Critical path to Practical Completion
  11. 08 Float analysis
  12. 09 Recommendations
  13. Appendix
  14. 10 Findings
  15. 11 Logic quality
  16. 12 Open ends
  17. 13 Schedule metadata
  18. 14 Excel appendix guide
  19. 15 Methodology
  20. 16 Appendix A — Reference Standards

Full activity listings and the complete delay register are in the accompanying Excel appendix.

Disclosures

Analytical tool output — not expert determination

This report is automatically generated from the uploaded schedule file(s). It is an analytical aid — not an expert determination, legal advice, or a certified forensic delay analysis.

The tool does not perform a full critical-path method recalculation and cannot determine contractual excusability.

Figures should be reviewed by a qualified delay analyst before being relied upon in formal contract correspondence or dispute proceedings. Nothing in this report should be construed as a legal opinion or expert witness statement.

For the project director

Brief

Severity-coded status headlines, top risks, what to act on.

01

Executive Summary

The schedule quality is rated as acceptable with minor concerns, though 16 near-critical activities and a DCMA score of 8 out of 14 indicate moderate risk to timely completion. The presence of 58 activities with float exceeding 44 working days and 12 activities with dangling logic affects the reliability of the critical path, which may distort delay analysis and resource planning. These issues matter because they increase the likelihood of undetected delays and reduce confidence in milestone forecasting, particularly as the near-critical tasks are within one reporting cycle of impacting the finish date. For verification, review the detailed logic and float anomalies in the schedule structure analysis.

02

Where to focus first

Priority packages: 5 Top 5 WBS packages by impact score (8 total buckets carry at least one signal).

The MEP Rough-In and Building Envelope packages carry the highest impact scores, driven primarily by a high number of affected activities and the presence of warning findings. Both exhibit widespread instances of excessive float and dangling logic, indicating potential planning or execution gaps. Reviewers may wish to examine these packages first to understand the extent and context of the reported conditions.

Priority WBS packages
PackageCriticalWarningAffectedNear-crit.Top issues
MEP Rough-In 0 2 16 9 Activities with float over 44 days (7 of 58); Activities with dangling logic (1 of 12)
Superstructure 0 2 14 3 Activities with float over 44 days (11 of 58); Activities with dangling logic (6 of 12)
Pre-Construction 0 2 5 4 Activities with float over 44 days (1 of 58); Activities with dangling logic (1 of 12)
Building Envelope 0 2 17 0 Activities with float over 44 days (17 of 58); Activities with dangling logic (2 of 12)
Interior Fit-Out 0 2 4 0 Activities with float over 44 days (4 of 58); Activities with dangling logic (2 of 12)
03

Key Milestones

Key milestones: 3 Auto-detected from the contractual-milestone dictionary, plus critical-path finish milestones as a fallback for custom names.

The milestones below are the contractual and progress dates the report has identified as deserving prominent review — Practical Completion, sectional handovers, commissioning, and similar dates that projects are typically managed and assessed against.

Detection is deterministic: contractual keywords (Practical / Sectional / Substantial Completion, Handover Certificate, Commissioning Completion, and similar) take precedence; zero-duration finish milestones on the critical path are included as a fallback for schedules whose contractual dates use project-specific names. The rationale column shows which rule matched each row.

To add or remove keywords, re-upload the schedule with the Advanced options filled in.

Key milestones — planned and actual dates
MilestonePlanned startPlanned finishActual startActual finishProgressTotal floatOn critical pathDetection
Substructure complete 2026-09-29 2026-09-29 — — 0% 0 wd Yes finish milestone on critical path (terminal in WBS package)
Fit-out complete 2028-03-07 2028-03-07 — — 0% 0 wd Yes finish milestone on critical path (terminal in WBS package)
Practical Completion 2028-06-08 2028-06-08 — — 0% 0 wd Yes contractual milestone — matched 'practical completion'
04

Progress curve

Reading this chart. Two cumulative curves over time: where the schedule should be (Planned Value, solid blue) and where it actually is (Earned Value, solid red). The vertical dotted line is the data date; the gap between the two curves at that line is the current schedule performance.

Acronyms. PV = Planned Value — the share of total scheduled work that should have been consumed by a given date under the baseline plan. EV = Earned Value — the share actually completed, computed as Σ(original_duration × percent_complete) ÷ Σ(original_duration). SV = Schedule Variance = EV − PV, expressed in working-day equivalents under the duration-weighting. SPI = Schedule Performance Index = EV ÷ PV. SPI < 1.00 ⇒ behind plan; SPI > 1.00 ⇒ ahead.

Why duration-weighted. P6 / MS Project exports routinely strip resource and cost data, so a cost-weighted EV (the classic EVM formulation from AACE RP 27R-03) is not always available. Duration-weighting is the industry-standard fallback: each activity contributes in proportion to its original working-day duration rather than its budget. Full formula and caveats in METHODOLOGY §5d.

Duration-weighted progress S-curve

image/svg+xml schedule-analyser 2026-01 2026-04 2026-07 2026-10 2027-01 2027-04 2027-07 2027-10 2028-01 2028-04 2028-07 Date 0 20 40 60 80 100 Cumulative % complete (duration-weighted) data date 2026-01-05 Progress S-curve (duration-weighted) SPI = 0.00 · EV 0.0% · PV 0.0% · SV +0.0pp Planned value (current plan) Earned value (actual progress)
Current plan PV (solid blue) vs actual EV (solid red). Vertical dotted line marks the data date where SPI is read.
05

Float-path risk

Near-critical paths: 3 sub-critical or parallel-critical, within 20 working days of the controlling path (primary driving path shown separately as rank 1; full list in the Excel appendix).

What this section answers: where else forward risk is concentrated besides the controlling chain. Each row is an alternative chain to the project endpoint that's within 20 working days of the critical path; any of them could become controlling with a small slip.

Three float paths fall within 20 working days of the controlling path, indicating a moderate cluster of near-critical risk. The group includes one zero-float path already on the critical threshold and two near-critical paths with positive float, showing the forward risk is split between current criticality and potential future impact. Multiple sub-critical paths matter because any one of them could become controlling with a delay of just a few working days, potentially altering the project’s overall schedule outcome.

Top 4 float paths
#FloatActivitiesEnvelopeDriving activityBranches from
1 0 wd 68 2026-01-05 → 2028-06-08 MS-START — Project Start —
2 7 wd 67 (4 unique) 2026-02-09 → 2028-06-08 PRE-210 — Site mobilisation Path 1 at SUB-110
3 10 wd 37 (4 unique) 2026-11-06 → 2028-06-08 SUP-340 — Slab L2 formwork Path 1 at MEP-130
4 20 wd 30 (8 unique) 2027-02-10 → 2028-06-08 MEP-210 — Plant room frame and pads Path 1 at FIT-160

Float-path overlay — when each near-critical chain lands

image/svg+xml schedule-analyser 2026-01 2026-04 2026-07 2026-10 2027-01 2027-04 2027-07 2027-10 2028-01 2028-04 2028-07 Date Path 1 (critical) · 0 wd · 68 act. Path 2 · 7 wd · 4 act. Path 3 · 10 wd · 4 act. Path 4 · 20 wd · 8 act. MS-START — Project Start PRE-210 — Site mobilisation SUP-340 — Slab L2 formwork MEP-210 — Plant room frame and pads Top 4 float paths — divergent windows on the project calendar Critical path (Path 1) Near-critical alternative (divergent window)
One bar per top-5 float path showing its divergent window — the activities unique to this path before it merges into a higher-priority chain. Background shading marks the critical-path envelope. Reads at a glance: are the alternatives spread across the programme or crowded into one window?
06

DCMA 14-Point compliance

DCMA 14-Point compliance: 8 / 14 — 3 fails, 3 not assessed

DCMA 14-Point Assessment: 8 pass, 3 fail, 3 not assessed.

DCMA 14-Point items
ItemMeasuredThresholdStatusNotes
§1 Logic 7.4% ≤5% of incomplete activities Fail 11 of 148 incomplete activities
§2 Leads 0 0 (none allowed) Pass 0 negative lag(s)
§3 Lags 5.4% ≤5% of relationships Fail 9 of 167 relationships
§4 Relationship Types 95.8% ≥90% Finish-Start Pass 160 of 167 are Finish-Start
§5 Hard Constraints 0.0% ≤5% of incomplete activities Pass 0 hard constraint(s)
§6 High Float 39.2% ≤5% of incomplete activities Fail 58 activities with > 44 wd float
§7 Negative Float 0 0 (none allowed) Pass 0 activities with negative float
§8 High Duration 0.7% ≤5% of incomplete activities Pass 1 activities longer than 44 wd
§9 Invalid Dates 0 0 (none allowed) Pass 0 dates inconsistent with data date 2026-01-05
§10 Resources — Not assessed PAM 200.1 §4.10: the IMS DID does not require resource loading, so DCMA publishes no canonical threshold for this item
§11 Missed Tasks — ≤5% of activities with baseline finish on or before status date Not assessed schedule has no baseline finish dates
§12 Critical Path Test Pass Pass / Fail Pass a continuous critical path was identified
§13 Critical Path Length Index 1.00 ≥0.95 Pass CP length 620 wd, finish float 0 wd
§14 Baseline Execution Index — ≥0.95 Not assessed schedule has no baseline finish dates
PAM 200.1 companion metrics
ItemMeasuredThresholdStatusNotes
Hit Task Percentage (PAM 200.1 §3.1.2.4 — BEI companion) — ≥0.95 (informational; PAM publishes no formal threshold) Not assessed no activities have baseline finish dates on or before the status date

For the planner or delay analyst

Narrative

Supporting analysis, schedule comparison, driving-path detail.

07

Critical path to Practical Completion

Project finish target date: 2028-06-08 — zero days of slack Any slip on the activities below pushes the project finish date unless recovered elsewhere on the chain. 885 calendar days from today.

What this section answers: what controls the project finish date. The activities below are the ones whose slip directly delays the entire project — the controlling chain.

The 68 activities listed are flagged as critical by the source scheduling tool's own calendar-aware CPM and are ordered by planned start date. Any slip on any of them delays the project finish unless offset by acceleration elsewhere on the same path.

The ``critical_path`` finding in the analysis section reports any material disagreement between this stored set and ScheduleLens' own independent trace.

Critical path rollup — WBS summary bars

image/svg+xml schedule-analyser 2026-01 2026-04 2026-07 2026-10 2027-01 2027-04 2027-07 2027-10 2028-01 2028-04 Date ■ Pre-Construction ■ Permits & Approvals ■ Excavation ■ Foundation Piling ■ Pile Caps & Ground Beams ■ Basement Slab ■ Substructure ■ RC Columns L1-L3 ■ RC Columns L4-L6 ■ Slab Pours L4-L6 ■ Electrical Rough-In ■ Partitions & Ceilings ■ Finishes & Decoration ■ Joinery & Fixtures ■ Interior Fit-Out 1 act. 4 act. 1 act. 5 act. 4 act. 4 act. 1 act. 9 act. 3 act. 3 act. 6 act. 8 act. 4 act. 6 act. 1 act. Critical path rollup — 17 critical + 4 near-critical WBS clusters (showing top 15 of 21) Critical (stored is_critical) Near-critical (1–20 wd float)
One bar per WBS cluster that contains at least one critical or near-critical activity. Bar span is the cluster's envelope (earliest start to latest finish); the count at the right is the number of stored-critical activities in the cluster.

Critical path network — inter-cluster dependencies

image/svg+xml schedule-analyser Project Start 1 act. Permits & Approvals 4 act. Bulk excavation Zone A 1 act. Foundation Piling 5 act. Pile Caps & Ground Beams 4 act. Basement Slab 4 act. Substructure complete 1 act. RC Columns L1-L3 9 act. RC Columns L4-L6 3 act. Slab Pours L4-L6 3 act. Electrical Rough-In 6 act. Partitions & Ceilings 8 act. Finishes & Decoration 4 act. Joinery & Fixtures 6 act. Fit-out complete 1 act. Snagging & Punchlist 4 act. Practical Completion 4 act. Critical path network — 17 WBS clusters, 16 inter-cluster dependencies Box shade: darker = more critical activities in the cluster
Node = WBS cluster containing stored-critical activities. Arrow = at least one activity in the source cluster is a predecessor of an activity in the target cluster. Layout is topological left-to-right; columns are depth levels from project start.

Critical path — stored is_critical activities (part 1 of 3)

image/svg+xml schedule-analyser 2026-01 2026-04 2026-07 2026-10 2027-01 2027-04 2027-07 2027-10 2028-01 2028-04 2028-07 Date MS-START Project Start PRE-110 Submit planning permission application PRE-130 Building control submission PRE-140 Building control approval SUB-210 Piling rig mobilisation SUB-220 CFA piling Zone A SUB-240 Pile integrity testing SUB-250 Pile trimming SUB-320 Pile cap reinforcement SUB-330 Pile cap concrete pour SUB-410 Basement slab formwork SUB-420 Basement slab reinforcement SUB-440 Basement slab pour SUP-110 Column starter bars L1 SUP-120 Column formwork L1 Critical path — downsampled to 45 of 68 activities (first and last pinned) (rows 1–15 of 45 on this page)
Activities flagged ``is_critical`` by the source scheduling tool, plotted on the project calendar. Bar length is the planned duration.

Critical path — stored is_critical activities (part 2 of 3)

image/svg+xml schedule-analyser 2026-01 2026-04 2026-07 2026-10 2027-01 2027-04 2027-07 2027-10 2028-01 2028-04 2028-07 Date SUP-140 Column starter bars L2 SUP-150 Column formwork L2 SUP-210 Column starter bars L3 SUP-220 Column formwork L3 SUP-240 Column starter bars L4 SUP-250 Column formwork L4 SUP-440 Slab L4 formwork SUP-450 Slab L4 reinforcement MEP-130 Electrical containment L4-L6 MEP-150 Cable pulling L4-L6 MEP-160 Distribution boards MEP-180 Power outlet rough-in FIT-110 Stud partition L1 FIT-130 Stud partition L3 FIT-140 Stud partition L4 Critical path — downsampled to 45 of 68 activities (first and last pinned) (rows 16–30 of 45 on this page)
Activities flagged ``is_critical`` by the source scheduling tool, plotted on the project calendar. Bar length is the planned duration.

Critical path — stored is_critical activities (part 3 of 3)

image/svg+xml schedule-analyser 2026-01 2026-04 2026-07 2026-10 2027-01 2027-04 2027-07 2027-10 2028-01 2028-04 2028-07 Date FIT-160 Suspended ceilings L1-L3 FIT-210 Plastering L1-L3 FIT-180 Ceiling integration MEP FIT-240 Painting L4-L6 FIT-260 Floor finishes L4-L6 FIT-320 Toilet vanity install FIT-330 Tea-point joinery FIT-350 Built-in storage and fittings FIT-360 Final joinery snagging CMS-210 Client walkthrough and snag list CMS-220 Major snags rectification CMS-240 Final inspection CMS-310 Building handover documentation CMS-330 Soft landings start MS-PC Practical Completion Critical path — downsampled to 45 of 68 activities (first and last pinned) (rows 31–45 of 45 on this page)
Activities flagged ``is_critical`` by the source scheduling tool, plotted on the project calendar. Bar length is the planned duration.
Activities on the critical path
IDNameWBSDuration (wd)Float (wd)Planned startPlanned finish
MS-START Project Start Pre-Construction 0 0 2026-01-05 2026-01-05
PRE-110 Submit planning permission application Permits & Approvals 5 0 2026-01-05 2026-01-12
PRE-120 Planning permission approval Permits & Approvals 25 0 2026-01-12 2026-02-16
PRE-130 Building control submission Permits & Approvals 10 0 2026-02-16 2026-03-02
PRE-140 Building control approval Permits & Approvals 15 0 2026-03-02 2026-03-23
SUB-110 Bulk excavation Zone A Excavation 12 0 2026-03-23 2026-04-10
SUB-210 Piling rig mobilisation Foundation Piling 4 0 2026-04-10 2026-04-16
SUB-220 CFA piling Zone A Foundation Piling 18 0 2026-04-16 2026-05-13
SUB-230 CFA piling Zone B Foundation Piling 18 0 2026-05-13 2026-06-08
SUB-240 Pile integrity testing Foundation Piling 6 0 2026-06-08 2026-06-16
SUB-250 Pile trimming Foundation Piling 8 0 2026-06-16 2026-06-26
SUB-310 Pile cap excavation Pile Caps & Ground Beams 8 0 2026-06-26 2026-07-08
SUB-320 Pile cap reinforcement Pile Caps & Ground Beams 10 0 2026-07-08 2026-07-22
SUB-330 Pile cap concrete pour Pile Caps & Ground Beams 6 0 2026-07-22 2026-07-30
SUB-340 Ground beam install Pile Caps & Ground Beams 12 0 2026-07-30 2026-08-17
SUB-410 Basement slab formwork Basement Slab 8 0 2026-08-17 2026-08-27
SUB-420 Basement slab reinforcement Basement Slab 12 0 2026-08-27 2026-09-15
SUB-430 Basement slab waterproofing Basement Slab 6 0 2026-09-09 2026-09-17
SUB-440 Basement slab pour Basement Slab 8 0 2026-09-17 2026-09-29
MS-SUB-END Substructure complete Substructure 0 0 2026-09-29 2026-09-29
SUP-110 Column starter bars L1 RC Columns L1-L3 4 0 2026-09-29 2026-10-05
SUP-120 Column formwork L1 RC Columns L1-L3 6 0 2026-10-05 2026-10-13
SUP-130 Column pour L1 RC Columns L1-L3 4 0 2026-10-13 2026-10-19
SUP-140 Column starter bars L2 RC Columns L1-L3 4 0 2026-10-19 2026-10-23
SUP-150 Column formwork L2 RC Columns L1-L3 6 0 2026-10-23 2026-11-02
SUP-160 Column pour L2 RC Columns L1-L3 4 0 2026-11-02 2026-11-06
SUP-210 Column starter bars L3 RC Columns L1-L3 4 0 2026-11-10 2026-11-16
SUP-220 Column formwork L3 RC Columns L1-L3 6 0 2026-11-16 2026-11-24
SUP-230 Column pour L3 RC Columns L1-L3 4 0 2026-11-24 2026-11-30
SUP-240 Column starter bars L4 RC Columns L4-L6 4 0 2026-12-02 2026-12-08
SUP-250 Column formwork L4 RC Columns L4-L6 6 0 2026-12-08 2026-12-16
SUP-260 Column pour L4 RC Columns L4-L6 4 0 2026-12-16 2026-12-22
SUP-440 Slab L4 formwork Slab Pours L4-L6 8 0 2027-01-04 2027-01-14
SUP-450 Slab L4 reinforcement Slab Pours L4-L6 8 0 2027-01-14 2027-01-26
SUP-460 Slab L4 pour Slab Pours L4-L6 6 0 2027-01-26 2027-02-03
MEP-130 Electrical containment L4-L6 Electrical Rough-In 18 0 2027-04-09 2027-05-06
MEP-140 Cable pulling L1-L3 Electrical Rough-In 20 0 2027-05-06 2027-06-03
MEP-150 Cable pulling L4-L6 Electrical Rough-In 20 0 2027-06-03 2027-07-01
MEP-160 Distribution boards Electrical Rough-In 12 0 2027-07-01 2027-07-19
MEP-170 Lighting wiring rough-in Electrical Rough-In 18 0 2027-07-19 2027-08-12
MEP-180 Power outlet rough-in Electrical Rough-In 18 0 2027-08-12 2027-09-08
FIT-110 Stud partition L1 Partitions & Ceilings 12 0 2027-08-16 2027-09-02
FIT-120 Stud partition L2 Partitions & Ceilings 12 0 2027-08-24 2027-09-10
FIT-130 Stud partition L3 Partitions & Ceilings 12 0 2027-09-02 2027-09-20
FIT-140 Stud partition L4 Partitions & Ceilings 12 0 2027-09-10 2027-09-28
FIT-150 Stud partition L5-L6 Partitions & Ceilings 18 0 2027-09-20 2027-10-14
FIT-160 Suspended ceilings L1-L3 Partitions & Ceilings 25 0 2027-09-20 2027-10-25
FIT-210 Plastering L1-L3 Finishes & Decoration 20 0 2027-10-06 2027-11-03
FIT-170 Suspended ceilings L4-L6 Partitions & Ceilings 25 0 2027-10-14 2027-11-18
FIT-180 Ceiling integration MEP Partitions & Ceilings 12 0 2027-10-25 2027-11-10
FIT-220 Plastering L4-L6 Finishes & Decoration 20 0 2027-11-03 2027-12-01
FIT-240 Painting L4-L6 Finishes & Decoration 18 0 2027-12-01 2027-12-29
FIT-260 Floor finishes L4-L6 Finishes & Decoration 22 0 2027-12-29 2028-01-28
FIT-310 Reception joinery Joinery & Fixtures 15 0 2028-01-06 2028-01-27
FIT-320 Toilet vanity install Joinery & Fixtures 18 0 2028-01-06 2028-02-01
FIT-330 Tea-point joinery Joinery & Fixtures 12 0 2028-01-13 2028-01-31
FIT-340 Meeting room joinery Joinery & Fixtures 18 0 2028-01-20 2028-02-15
FIT-350 Built-in storage and fittings Joinery & Fixtures 15 0 2028-02-03 2028-02-24
FIT-360 Final joinery snagging Joinery & Fixtures 8 0 2028-02-24 2028-03-07
MS-FIT-END Fit-out complete Interior Fit-Out 0 0 2028-03-07 2028-03-07
CMS-210 Client walkthrough and snag list Snagging & Punchlist 5 0 2028-04-18 2028-04-25
CMS-220 Major snags rectification Snagging & Punchlist 15 0 2028-04-25 2028-05-16
CMS-230 Minor snags rectification Snagging & Punchlist 12 0 2028-05-04 2028-05-22
CMS-240 Final inspection Snagging & Punchlist 4 0 2028-05-16 2028-05-22
CMS-310 Building handover documentation Practical Completion 8 0 2028-05-18 2028-05-30
CMS-320 O&M manuals issued Practical Completion 4 0 2028-05-30 2028-06-05
CMS-330 Soft landings start Practical Completion 3 0 2028-06-05 2028-06-08
MS-PC Practical Completion Practical Completion 0 0 2028-06-08 2028-06-08
08

Float analysis

Float analysis measures how much delay each activity can absorb before it pushes the project finish. Activities with zero or near-zero float drive the completion date.

Float distribution

image/svg+xml schedule-analyser negative 0 1-10 11-44 >44 Total float (working days) 0 8 16 24 32 40 48 56 64 Activities 68 8 14 58 Float distribution
Distribution of total float across incomplete activities. Too many activities with very high float (DCMA §6: > 44 days) often indicates missing successor logic; any negative float means the schedule cannot meet an imposed date (DCMA §7).

Chart colour key (DCMA §6/§7 bands):

Note: the cover-page Near-critical activities headline counts activities within the schedule's status cycle rather than the strict 1–10 wd band, so it can include activities that fall in the orange and blue regions of the chart. See METHODOLOGY §5c.2.

Float distribution (counts)
BucketActivities
negative 0
0 68
1-10 8
11-44 14
>44 58
09

Recommendations

Actions identified: 1 Findings-driven go-forward actions. Each recommendation traces to a specific finding, warning, or metric in this report.

Concrete next actions derived from this analysis. Every recommendation below references a specific number, finding, or warning elsewhere in the report — nothing speculative.

Industry precedent (AACE RP 29R-03 §4.3; CIOB Guide §5.5) treats this section as a required deliverable element of any forensic report.

Full forensic record

Forensic appendix

Full evidence, registers, methodology, standards citations.

10

Findings

Findings: 15

The analysis identifies fifteen findings, predominantly of informational nature, with three classified as warnings, indicating areas where schedule integrity may be compromised. A central theme across the findings is the maintenance of logical and temporal fidelity within the schedule model, particularly in adherence to established network principles such as those defining the critical path as "the longest sequence of activities from commencement to completion" per the CIOB Guide's §4.29.1. The presence of twelve activities with dangling logic and six without successors raises concerns about network continuity, echoing the CIOB Guide's §4.23.1 caution that open ends should be avoided to ensure reliable float calculations and critical path identification. Multiple findings relate to schedule logic, including nine relationships with positive lag, which the DCMA 14-Point §3 flags as potentially masking discrete work effort that should be explicitly modelled. The warning-level finding regarding fifty-eight activities exhibiting float exceeding 44 working days aligns with DCMA 14-Point §6, where such high float may indicate incomplete logic or an unstable network. No findings are rated as CRITICAL, though the warning-level items collectively warrant reviewer attention to ensure the schedule remains a reliable forecasting and analytical tool.

All findings by severity
SeverityCheckTitleAffected activitiesReference
warning Float analysis 58 activities with float over 44 days PRE-230, SUP-310, SUP-320, SUP-330, SUP-410 (full list in Excel appendix) DCMA §6/§7 · AACE §4.3 · PMI §3.4.2 · PMBOK §2.3 · CIOB §4.28
warning Dangling logic 12 activities with dangling logic PRE-230, SUP-310, SUP-320, SUP-330, SUP-410 (full list in Excel appendix) AACE §2 · PMI §3.4.7
warning Relationships 9 relationships with positive lag DCMA §2/§3/§4 · AACE §2 · PMI §3.2.1.3 · §3.4.9 · §3.4.10 · CIOB §4.25, §4.26
info Calendars 1 calendars in use AACE §2 · PMI §3.1.2.6 · PMBOK §2.3 · CIOB §4.13
info Constraints 3 constrained activities DCMA §5 · AACE §2 · SCL §1 · PMI §3.4.6 · PMBOK §2.3 · CIOB §4.27
info Critical path CPLI = 1.00 DCMA §11/§13 · AACE §4.3 · PMI §3.4.1 · PMBOK §2.3 · CIOB §4.29
info Durations 1 activities with duration over 44 days ENV-120 DCMA §8 · PMI §3.2.1.5 · CIOB §4.2, §4.19
info Float analysis Float distribution DCMA §6/§7 · AACE §4.3 · PMI §3.4.2 · PMBOK §2.3 · CIOB §4.28
info Float analysis 16 near-critical activities PRE-210, PRE-220, PRE-240, PRE-250, SUP-340 (full list in Excel appendix) DCMA §6/§7 · AACE §4.3 · PMI §3.4.2 · PMBOK §2.3 · CIOB §4.28
info Redundant logic 4 potentially redundant relationships AACE §2 · PMI §3.4.7
info Open ends 1 activities with no predecessor EXT-310 DCMA §1 · AACE §2 · PMI §3.4.7 · CIOB §4.23.1
info Open ends 6 activities with no successor PRE-230, SUP-330, SUP-430, ENV-310, MEP-310 (full list in Excel appendix) DCMA §1 · AACE §2 · PMI §3.4.7 · CIOB §4.23.1
info Relationships Relationship type distribution DCMA §2/§3/§4 · AACE §2 · PMI §3.2.1.3 · §3.4.9 · §3.4.10 · CIOB §4.25, §4.26
info Scheduling options Schedule calculated under Retained Logic AACE §3.3.D · SCL §11 · CIOB §4.30.7.39
info Scheduling options Total float calculated using finish float AACE §3.3.D · SCL §11 · CIOB §4.30.7.39
11

Logic quality

Logic quality checks assess whether the network is fully driven by sequential dependencies. Gaps, excessive non-FS links, and dangling chains all undermine the critical path calculation.

Relationship type distribution
TypeCount
FS 160
SS 7
FF 0
SF 0
Total 167
FS ratio 95.8%
Open ends
FindingCount
1 activities with no predecessor 1
6 activities with no successor 6
Other logic-quality findings
CheckCount
Redundant relationships 4
Dangling logic 12
12

Open ends

Activities with missing logic — either no predecessor (nothing must happen before them) or no successor (nothing depends on their completion).

DCMA 14-Point §1 expects fewer than 5% of incomplete activities to have open logic.

Review each row and confirm with the planner whether the logic gap is intentional.

Activities with open logic
IDNameWBSIssueDuration (wd)Float (wd)
ENV-310 External doors install Windows & Doors No successor 10 317
EXT-310 Boundary fencing Boundary Treatments No predecessor 12 653
FIT-250 Floor finishes L1-L3 Finishes & Decoration No successor 22 157
MEP-310 Below-slab drainage Plumbing & Fire No successor 15 544
PRE-230 Welfare cabins and offices Site Setup No successor 7 648
SUP-330 Slab L1 pour Slab Pours L1-L3 No successor 6 461
SUP-430 Slab L3 pour Slab Pours L4-L6 No successor 6 425
13

Schedule metadata

Source and calculation
FieldValue
Source format xer
Data date 2026-01-05
Project start 2026-01-05
Project finish 2028-06-08
Activities 148
Relationships 167
Calendars 1

Scheduling options from the source file. These govern how P6 calculates float and the critical path.

Two options in particular (Progress Override and the 'Include all activities meeting CP definition' flag) can change the reported critical path materially without changing a single activity or relationship.

Any setting that warrants a warning is listed separately in the Findings table above.

Scheduling options
OptionValue
Retained Logic Yes (ON)
Progress Override No (OFF)
Include all activities meeting CP definition No (recommended)
Float type Finish Float
External-project dependency handling Apply external dates to both start and finish
Source file
FieldValue
P6 version 22.12
Export date 2026-01-05
14

Excel appendix guide

The accompanying ``.xlsx`` workbook is the audit companion to this PDF. Wherever the PDF says ``full list in Excel appendix``, the matching tab below carries the unabridged data.

The workbook is laid out in two tiers. The first tier (presentation tabs) gives audit-ready tables of milestones, the critical path, ranked float paths, and the full activity register. The second tier (findings-register tabs) drills into each individual finding with affected activities — one tab per finding.

Tier 1 — presentation tabs
TabContents
Summary Schedule metadata (project dates, activity count) plus every finding with severity, count, and reference. The row to start at when triaging the report.
Key Milestones The full set of detected key milestones with the detection rationale spelled out (contractual keyword, user-supplied keyword, or critical-path WBS-tail fallback). The PDF body is capped at 15; this tab is uncapped.
Critical Path Every activity flagged critical by the source scheduling tool, complete and incomplete. The PDF Critical-path section filters to incomplete-only for clarity; this tab is the unfiltered companion.
Float Paths Every ranked near-critical chain — the full list behind the PDF Float-path risk section's top-5 table. Includes the activity sequence comma-separated for search.
Activities Every activity in the schedule with predecessors and successors inline. The audit substrate — whatever the PDF Findings table references, look up the activity row here to see its surrounding logic.
Tier 2 — findings-register tabs
TabContents
CP stored vs traced Activities where the source file's stored critical flag disagrees with ScheduleLens' independent longest-path trace.
CP summary or LOE Critical activities flagged as summary or level-of-effort — they should not appear on the path since they roll up other activities.
Near-critical activities Activities within the schedule's status-cycle float band.
Float over threshold Activities with total float above DCMA §6's 44-day threshold — usually a sign of missing successor logic.
Negative-float activities Activities with negative total float — the schedule cannot meet its imposed dates without acceleration.
Long-duration activities Activities with planned duration above DCMA §8's 44-day threshold — candidates to break down further.
Open ends - no predecessor Incomplete activities with no predecessor — they will start on the project start date regardless of true sequencing.
Open ends - no successor Incomplete activities with no successor — slip never flows through to the completion date.
Constrained activities Activities with date constraints applied — these can override logic-driven dates and mask schedule risk.
Out-of-sequence activities Activities making progress before their predecessors are complete. The Predecessor IDs column lists the specific predecessors that haven't completed yet.

A tab in this tier is created only when the underlying finding has at least one affected activity, so the actual workbook may carry a subset of the rows above.

15

Methodology

This report assesses the uploaded schedule against the published industry standards listed below. Each finding traces to a specific rule in one or more of those standards. The analysis is automated and deterministic — the same schedule file will always produce the same findings.

Scope of this analysis. This report is based solely on the schedule file(s) you uploaded. Determinations that — under AACE RP 29R-03, the SCL Delay & Disruption Protocol, or other cited standards — require evidence outside the schedule file have been flagged as candidates rather than concluded. Specifically, the following determinations and analyses require manual verification by a qualified delay analyst before being relied on for contractual purposes:

Where the engine raises a candidate flag for any of these determinations, the relevant section explicitly says so. The engine does produce a rule-based first-pass entitlement classification on each delay-register row (Employer risk, Contractor risk, Neutral, Concurrent, or Not Assessed) — this is a preliminary tagging based on activity-description keywords and category defaults, not a contractual determination. The classification is presented as '(prelim.)' in the column header and every row carries a review-note prompt to verify against the contract, the variation register, NCRs, and documentary evidence before relying on it.

Standards referenced
Short nameFull titleEditionSections cited
DCMA 14-Point DCMA EVMS Program Analysis Pamphlet (PAM) — §4 14 Point Schedule Metrics for IMS Analysis DCMA-EA PAM 200.1, October 2012 §1, §2, §3, §4, §5, §6, §7, §8, §9, §10, §11, §12, §13, §14
SCL Protocol SCL Delay & Disruption Protocol, 2nd Edition 2nd Edition (2017) §1, §8.1, §10, §11, Appendix B
AACE RP 29R-03 AACE Recommended Practice 29R-03 — Forensic Schedule Analysis §2, §3.3.D, §3.3.E, §4.2, §4.2.A, §4.2.F, §4.3, §4.3.A.2, §4.3.C, §4.3.D.2, §4.3.D.3, §4.4, §4.6, §4.8
PMI Practice Standard PMI Practice Standard for Scheduling 3rd Edition §3.1.2.6, §3.2.1.3, §3.2.1.5, §3.4.1, §3.4.2, §3.4.6, §3.4.7, §3.4.8, §3.4.9, §3.4.10, (Schedule Levels)
CIOB Guide CIOB Guide to Good Practice in the Management of Time 2nd Edition §1.8, §2.1, §2.10, §4.2, §4.8.4, §4.10, §4.13, §4.19, §4.23.1, §4.25, §4.26, §4.27, §4.28, §4.29, §4.30, §4.30.7.39, §5.5, §5.6, §5.6.1
PMBOK PMI Body of Knowledge — Schedule Management §2.3

ScheduleLens is not affiliated with, endorsed by, or certified by AACE International, the Project Management Institute, the Defense Contract Management Agency, the Chartered Institute of Building, the Society of Construction Law, or the Government Accountability Office. Citations to these standards in this report are bibliographic, indicating the analytical basis for each check.

16

Appendix A — Reference Standards

Each abbreviation used in the Reference column of the findings table maps to the full title below.

These are bibliographic citations indicating the analytical basis for each check. ScheduleLens is not affiliated with, endorsed by, or certified by AACE International, PMI, DCMA, CIOB, or the Society of Construction Law.

Cited standards
Abbrev.Full title
AACE AACE International Recommended Practice 29R-03: Forensic Schedule Analysis
CIOB CIOB Guide to Good Practice in the Management of Time in Major Projects
PMBOK Project Management Institute — A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 8th Edition, 2025
PMI Project Management Institute — Practice Standard for Scheduling, 2nd Edition, 2011
DCMA US Defense Contract Management Agency 14-Point Schedule Assessment
SCL Society of Construction Law Delay and Disruption Protocol, 2nd Edition