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