Introduction :

In complex projects, particularly in the engineering, construction, defense, and oil and gas sectors, insufficient progress is a major cause of disputes, cost overruns, and schedule delays. Identifying, managing, and contractually addressing this poor progress is a key responsibility for both clients and contractors.

This article examines how poor progress is dealt with in major contract models, as well as the role of Primavera P6—the industry-standard scheduling software—as an analytical foundation for identifying and managing it.

Understand poor progress

Poor progress corresponds to the inability to reach planned milestones or productivity levels, generally measured against an approved baseline schedule. It reveals inefficiencies or delays that could compromise timely delivery.

Indicators of poor progress:

• The activities start late or don't start at all
• The % of progress is significantly below the projected curve
• The remaining time is increasing without justification.
• Total Float becomes negative or decreases on the critical / near-critical paths
• Earned Value indicators like the SPI (Schedule Performance Index) fall below 1.0

Poor progress in contracts: obligations and remedies

1. FIDIC Contracts (Red, Yellow, Silver Books)

FIDIC requires the Contractor to carry out the Works with «due diligence and without delay». According to Sub-Clauses 8.6 (Programme) and 8.7 (Delay Damages):

• The contractor must regularly update the schedule (often in P6)
• A degradation in progress may lead to a request for a revised program or a formal notice.
• Persistent poor progress can justify termination.

2. NEC4 Contracts

NEC4 emphasizes early warning and proactive communication. According to Clause 31 (Programme) and Clause 16 (Early Warning):

• The contractor must notify any situation that could lead to a delay.
• The absence of an update to the accepted program may result in the loss of the right to compensation.
• Repeated poor progress can be considered a breach of contract

3. AIA and ConsensusDocs (US Contracts)

These contracts generally require:

• The submission of a CPM (Critical Path Method) schedule, often in Primavera P6
• Regular updates with variance analysis
• The client may suspend payments, demand a recovery schedule, or apply liquidated damages.

4. EPC and Turnkey Contracts

These high-risk (fixed-price) contracts impose strict obligations:

• Maintaining a baseline and adhering to fixed contractual milestones
• In case of non-performance: back charges, withheld guarantees blocked or activation of parent company guarantees

Primavera P6: Progress Tracking and Demonstration

Primavera P6 plays a central role in demonstrating progress—or lack thereof. Thanks to its robust scheduling engine and analytical capabilities, it is the go-to tool for supporting claims or demonstrating underperformance.

P6 tools for detecting poor progress:

• Baseline vs Current Dates : identification of start/end drifts
• Progress Spotlight Visualization of expected work over the period
• Types of advancement (%) Duration, physical, or units per contract
• Analysis of float and the critical path impact on milestones
• Earned Value : SPI/CPI for performance diagnosis
• Delay Analysis (TIA) Impact analysis of delays

Catch-up via P6

In case of poor progress, the contractor must provide:

• A Recovery Schedule
• “What-if” scenarios (resources, logical re-sequencing)
• Updated forecasts (labor, costs, equipment)

Contractual and operational impacts

Poor progress also affects:

• Customer trust
• Supply chain coordination
• The overall risk profile of the project

Best practices for mastering poor progress

• Baseline validation get the client's formal agreement from the start
• Frequent updates weekly, bi-weekly, or monthly
• Narrative reporting Explain the discrepancies with clear context
• Transparent change management : draw and re-baseline if necessary
• Contractual alignment reflecting obligations in planning logic
• Forensic traceability Archive P6, logs, and progress history files

Conclusion

«Poor progress» is not just a technical deviation—it is a strong indicator of management issues and a major contractual risk.

With the right tools, particularly Primavera P6, and a keen understanding of contractual requirements, project teams can remain compliant, proactive, and able to defend their position.

To truly master progress, it is essential to establish rigorous discipline in schedule updates, align project control with contractual obligations, and strengthen communication between site and planning.

It is at this price that projects can react quickly, recover effectively, and successfully achieve their goals.