The schedule is an important tool for forecasting and analysing the temporal aspect of a project. Where a project is delivered in part by various subcontractors, multiple schedules abound with the likelihood that they are not integrated into a master schedule. Is it necessary for the principal to ensure that individual schedules are integrated, with all interdependencies identified via the use of schedule logic, and shared with its subcontractors? Is there a good faith requirement to do so? What does good faith really mean? This article addresses these key questions through an Australian case study where a project incurred delay. The principal claimed inter alia delay damages from the sub-contractor, who subsequently cross-claimed that their performance of the contract (and the project) was hindered by the failure of the principal to act in good faith. The matter could have been avoided through effective scheduling practice.
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