As of April 2025, Encore Group has been acquired by YA Group, a global leader in forensic consulting, engineering, and risk mitigation services. This strategic partnership combines Encore’s recognized leadership in construction scheduling and delay analysis with YA’s extensive portfolio and will strengthen our ability to support end—to—end projects from schedule planning to claims resolution. […]
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Schedule Quality and Scoring The linchpin of project success in the construction project management landscape is the precision and robustness of its scheduling, predominantly driven by Critical Path Method (CPM) scheduling techniques. At the heart of effective scheduling lies the principle of schedule quality. As one of four key components of a scheduling program, quality
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Preparing a Windows Analysis – (Part 1) How Many Windows Should be Analyzed in Each Window of a Windows Analysis? Preparing a Windows Analysis Part 1 – How Many Windows Should be Analyzed in Each Window of a Windows Analysis? That question is a mouthful, but very significant. Schedule analysts have several methodology options to
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One morning, when Gregor Samsa woke from troubled dreams, he found himself transformed in his bed into a horrible vermin.
He lay on his armour-like back, and if he lifted his head a little he could see his brown belly, slightly domed and divided by arches into stiff sections. The bedding was hardly able to cover it and seemed ready to slide off any moment.
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Does your organization measure Schedule Execution Scores? The Defense Contract Management Administration (DCMA) recommends it, and this article explains why you should. Execution scores are simple to identify, and the system is easy to implement. What is the Schedule Execution Score? First, it helps to understand what an Execution Index score is. The DCMA
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Management Strategies for Project Execution:So much is written and discussed these days to help teams execute organizational objectives. It is not enough to have thorough knowledge of a particular strategy, and good intentions will not get the job done.
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Advancements in technology continue to stretch construction programs and their managers. It sometimes seems that the technology has outpaced organizational capabilities to manage it.
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