Residential development · Tehran
Ozgol Residential Towers
How fragmented site, schedule, technical and contractual evidence became an accepted delay claim.
Project situation
Joining midway through a delayed project.
I joined on contract day 355, after structural steel and fireproofing. Weighted actual progress stood at 16% against 48% planned. The project needed more than a revised programme: it needed one reliable line of sight across site reality, finance, design, resources and contract records.
The challenge
The delay did not have one cause.
Late employer funding constrained cash flow and resources. Initial drawing issues, design changes and extended shop-drawing reviews interrupted execution. Coordination gaps made the effects harder to see and harder to evidence.
- 01Financial constraints and disrupted cash flow
- 02Technical changes and approval cycles
- 03Fragmented coordination and reporting
The approach
Observe, structure, analyze, coordinate, document.
I rebuilt the project narrative from verified records and connected weekly and monthly reporting to discipline schedules, site resource monitoring, coordination meetings and delay analysis. Each issue was traced from cause to programme effect and then tested against the contract.
- 01Established a consistent reporting rhythm
- 02Linked programme activities to site constraints and resources
- 03Separated financial, technical and coordination causes
- 04Built the contractual narrative and supporting delay analysis
Selected evidence
Sanitized S-curve from a later reporting period. It shows 41.83% planned against 19.10% actual; the 48% / 16% figures above describe the earlier handover snapshot.
The outcome
A defensible claim, accepted by the employer.
The assembled records and analysis supported a 470-day delay claim. The submission was accepted, turning dispersed project information into a clear contractual outcome.
“I acted as the integration point for project information.”
From the site
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