In complex projects — energy, infrastructure, nuclear — the reaction to a delay is almost always the same:

“We must accelerate.”

More resources. More hours. More pressure.

But in most cases, this decision is made too early, Poorly framed, and especially without clear contractual reading.

Result:

• unrecoverable additional costs
• a misplaced responsibility
• and, in the long run, a lawsuit that is difficult to defend

Accelerating a schedule is not an operational decision.

It's a Strategic and contractual decision.

Before you act, ask yourself these three questions.

Is the delay truly critical?

Not all delays are created equal.

A slippage in activity does not necessarily mean an impact on the contractual completion date.

The only question that matters is:

Does this delay affect the project's critical path?

Without this analysis:

• you risk accelerating non-critical activities
• you are consuming budget unnecessarily
• You are blurring the actual reading of the project

In some cases, premature acceleration can even destroy the readability of the schedule, making any future delay analysis much more complex.

Key reflex: Before any decision, clarify the actual critical path—not the theoretical.

2. What is the cause of the delay — and who is responsible?

Accelerating without understanding the cause is like treating a symptom, not the problem.

However, in a contractual context:

The cause of the delay determines the rights and obligations of each party.

• Delay attributable to the client? → Extension of deadline possible
• internal cost
• concurrent retard? → concurrency analysis

Without this reading:

• You can waive a contractual right
• or, worse, incur a cost that isn't yours

This is where the planning becomes a proof tool, not just a management tool.

Key reflex: Each delay must be analyzed in conjunction with:

• the contract
• the events
• the actual project timeline

3. Does acceleration truly improve your contractual position?

It's the most overlooked—and yet the most strategic—question.

Accelerate can:

• reduce a delay
• satisfy the customer in the short term

But can also:

• hide the real origin of the problem
• weaken a future claim
• complicate the demonstration of a right to an extension of time

In other words:

Speeding up can cost more than a delay... if it's poorly justified.

In some cases, do not accelerate immediately allows to:

• document the situation properly
• secure a contractual position
• prepare a solid claims strategy

Key reflex: Each acceleration decision must be aligned with a Global strategy (cost / schedule / contract / risk).

Conclusion — Accelerate, yes. But not blindly.

A schedule is not just a management tool. It is a strategic asset, at the heart:

• project performance
• of risk management
• and claims mechanisms

Accelerating without analysis is taking a risk.

Accelerating with clear reading is creating leverage.

Position ALVID

At ALVID, we intervene precisely at this tipping point:

• when a project derails
• when decisions become critical
• and when the schedule needs to change from “reporting” to strategy tool

We help project teams to:

• clarify critical sequences
• analyze delays in a defensible manner
• secure their contractual position
• and prepare for litigation, if necessary