Welcome to J.W. Brown Consultants! We have over 25 years experience in scheduling, delay claims and as an expert witness. Click on one of the buttons below to read more about what we do:

Critical Path Method "CPM" is the backbone and guiding hand of any Management Project. The Critical Path is the connected sequence of activities that form the longest time route through the project. The techniques have been successfully applied to Construction, Facilities Relocation, Magazine Publishing, Environment Protection, and Software Development. Scheduling of the development process and the interrelationship among finance, marketing, permitting, design, construction, and production require close coordination. Computer techniques and the knowledge to use them give the busy manager the tools he needs to successfully manage even the most complex project.

Cost Control for a project can often be as important as control of the project schedule. Cash Flow Projections and monthly draw schedules are critical elements of a responsible management program. They can also be so complicated and time consuming to produce that they are too often passed by in the name of expediency. Modern computer technology has tied cash flow to the project schedule. By assigning dollar values to each activity the project manager and financial officer have a powerful tool to control their project. When the project is scheduled, the dollar total must equal the contract amount. Any difference is an indication of a problem in the schedule. A lower total, for example, would indicate that some part of the project has been left out.

Once the dollar amount balances, a cash flow projection can be generated. By sorting the activities by finish dates, and collecting totals month by month, the classic "S" curve can be generated. This data can then be used by the financial officer to plan fiscal needs for the duration of the project.

Determining contractor draw becomes more objective. Instead of negotiating monthly draw, the project manager merely has to determine actual progress of the project for the reporting period. When actual progress has been established, the draw appropriate to that progress is automatically computed when the schedule is updated. Problems of overpay-ment or underpayment are effectively eliminated. Payment for stored materials can also be handled by this system.

Project costs must be controlled now more than ever. The days of "Let me build it and I'll tell you how much it costs when I'm done." are long gone. Prudent Project Management demands as much effort controlling costs as controlling schedule. An integrated cost/schedule approach is the most effective tool available.

J. W. Brown has more than twenty years of experience in project scheduling and cost control. Working with clients like Harris Corp., Westinghouse, NASA, and Disney EPCOT he has developed the skills required to help schedule and manage your project.

His goal is to assist attorneys, bonding companies, and construction companies in the resolution of construction claims and disputes.

Calling on his extensive experience in the construction industry, he has developed a sophisticated set of techniques for researching the history of a project. The information gathered is applied to the development of computer assisted As-Planned and As-Built schedules. These schedules are then analyzed to determine the causes and magnitude of the delays regardless of who caused them; Architect, Contractor, Sub-contractor, or Owner.

Typical questions he is asked to answer are:

• How did change orders affect the schedule?
• Did the Sub-contractor have sufficient manpower?
• Did the reengineering that was required really delay the completion of the building?
• Did the Architect take too long to respond to RFI's?

J. W. Brown has been effective in providing evidence that was instrumental in obtaining negotiated settlements before the dispute went into litigation. He has also provided expert witness testimony.