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Construction Forensic Intelligence Group (CFIG) • Guided Proof Portfolio 5 of 13

Maryland Purple Line — Risk Allocation and Continuity Intelligence

A Guided Proof demonstration of how contract risk, claims, contractor exit, owner step-in, replacement procurement, and a repaired delivery path can be traced without losing responsibility.

ProjectMaryland Purple Line
LocationMontgomery and Prince George’s Counties, Maryland
Public ownerMaryland Department of Transportation / Maryland Transit Administration
Delivery modelPublic-private partnership
Original agreementExecuted in 2016
Disruption recordTermination and default notices in 2020
Continuity pathSettlement and replacement design-builder process
Current public forecastOpening planned for late 2027
Controlled Version 1.0
Validation Question

Could CFIG have preserved the risk and causation record while the original design-builder left and the project moved into replacement procurement?

Yes. The executed amendments show the termination notices, settlement, suspended duties, owner management role, replacement selection process, fixed-price goal, approvals, and later transfer of responsibility.

Evidence posture: Direct executed-contract support for withdrawal of termination and default notices, suspended duties, owner interim management, replacement procurement, new approvals, and continued public-private partnership structure.
Portfolio purposeThis project demonstrates contract and procurement intelligence during disruption. It shows how CFIG can keep risk, cause, interim work, replacement selection, price, schedule, and responsibility connected while a major public project changes builders.
Controlled Guided Proof EditionTF-CFIG-MPL-GP-005 · Version 1.0 · Human Authority: Carl Wilson · September 4, 2026
CFIG Quick Proof and Guided Tour

What CFIG Discovered + Its Significance = Tangible Options

Project Purpose and Scope

Maryland’s Purple Line is a light-rail project connecting communities across Montgomery and Prince George’s counties. The public-private partnership assigned design, construction, financing support, and later operation and maintenance to a concession structure while Maryland retained ownership. This portfolio examines the documented 2020–2022 settlement and replacement design-builder transition, when the project had to preserve work and decisions while resetting contract duties, price, schedule, and financing.

Portfolio Highlights

This portfolio places particular attention on:

  • Phase 4 — Contract and Procurement: Replacement design-builder selection and revisions to the public-private partnership obligations.
  • Phase 5 — Guaranteed Maximum Price and Cost Formation: Replacement price, exclusions, cost allocation, and financing conditions; the reviewed amendments do not establish a guaranteed maximum price.
  • Phase 6 — Construction and Project Controls: Suspended and interim duties, existing-work records, and a new schedule baseline.
  • Phase 7 — Changes and Claims: Termination and default notices, settlement, mutual release, and the evidence needed to separate old from new responsibility.

Together, these phases show why a replacement team needs a traceable transition record before the next commitment. The full eight-phase guide states what the reviewed amendments support and where the record is limited. CFIG did not participate in the project; this is retrospective analysis of dated public records.

Emphasized phases are shown in green and gold.

Evidence Reviewed

Maryland’s official public-private partnership record, the conformed Second Amendment within the Fifth Amendment, the Sixth Amendment, and a dated state transportation report.

What CFIG Discovered

The transition linked settlement, suspended duties, interim control, replacement procurement, price, schedule, financing, and risk transfer.

Significance

Without an integrated record, responsibility, cost, schedule, and public-service decisions become harder to trace across the handoff.

Decision Window

During the 2020 settlement and before replacement commitments reset the delivery baseline in the amended agreement.

CFIG Response

Assemble a risk-allocation matrix, evidence-linked delay timeline, and continuity decision pack for authorized public and concession officials.

Consequences of Taking No Action

Old and new duties could blur, weakening price comparison, causation records, and accountability during the restart.

Controlled statusApproved controlled redesign. The project remains active; all status claims are dated to their public source.
Professional boundaryThis demonstration uses public contract amendments and agency reports. It does not give legal opinions, decide claim entitlement, or claim the still-active project has reached final outcome.
START THE GUIDED PROOF TOUR EXPLORE ALL EIGHT PHASES

Interactive Proof Chain

Select any stage for its supporting detail, or follow the chain from 1 through 9.

GUIDED PROOF TOUR — STEP 1 OF 9YOU ARE HERE: What CFIG Reviewed

What CFIG Reviewed

CFIG began with the named public records and stated the review limit before drawing a conclusion.

Reviewed core

The official Purple Line public-private partnership page, the 2020 Second Amendment as conformed in the 2021 Fifth Amendment, the 2022 Sixth Amendment, and dated Maryland transportation reports.

Review boundary

The public contract spine was targeted. The 734-megabyte full agreement, every exhibit, claim file, lender record, and project schedule was not exhaustively reviewed.

Source setPurple Line P3 public record page; Fifth Amendment with conformed Second Amendment; Sixth Amendment to the P3 Agreement; Maryland FY 2026–FY 2031 Consolidated Transportation Program
Review dateSeptember 4, 2026
Evidence postureDirect executed-contract support for withdrawal of termination and default notices, suspended duties, owner interim management, replacement procurement, new approvals, and continued public-private partnership structure.
Full recordSource Register and Coverage Ledger below the tour.
GUIDED PROOF TOUR — STEP 2 OF 9YOU ARE HERE: What CFIG Discovered

What CFIG Discovered

CFIG connected separate facts into one clear decision condition.

1 · Contract breakTermination and default notices showed the original delivery relationship had reached a breaking point.
2 · Interim controlSome duties were suspended while the owner managed interim work and both sides funded stated interim costs.
3 · Replacement gateA new builder required due diligence, price, schedule, lender, owner, concessionaire, and public-board approvals.
4 · Risk returnResponsibility was designed to move back only after the replacement contract and new financing closed.

WHAT CFIG DISCOVERED, CONNECTED, OR WOULD ENABLE

CFIG connected the termination and default notices, settlement, suspended construction duties, owner step-in, interim cost sharing, replacement procurement, new fixed-price and schedule work, and return of responsibility to the concessionaire.

GUIDED PROOF TOUR — STEP 3 OF 9YOU ARE HERE: Verify the Exact Source

Verify the Exact Source

The exact source is placed here so the reader does not need to hunt through the full record.

Exact evidence card

WHAT THE SOURCE SAYS

Fifth Amendment to the Purple Line Public-Private Partnership Agreement — conformed Second Amendment

Physical PDF pages 7–10, document pages 1–4, Sections 2 and 7.16.1–7.16.3.

“initiate ... a solicitation process for the ultimate identification and selection of a replacement Design-Build Contractor”

PLAIN-LANGUAGE TRANSLATION

The project needed a new builder, so the parties created a formal selection path while the agreement stayed alive.

What CFIG detected or connectedContinuity depended on separating interim control from final risk transfer and recording who paid, managed, approved, and accepted the replacement plan.
Lifecycle phaseContract and Procurement; Construction and Project Controls; Changes, Claims, and Commercial Resolution.
Project effectResponsibility, price, schedule, lender and board approvals, interim work, and public-service timing.
Evidence statusDirectly supported by an executed public contract amendment.
OPEN THE ORIGINAL DOCUMENT
GUIDED PROOF TOUR — STEP 4 OF 9YOU ARE HERE: Significance

Significance

The condition matters because it can move through cost, time, responsibility, safety, or project outcome.

Contract effect

Risk and duties changed during the replacement period, so old assumptions could not be used without the amendments.

Time effect

Suspended work and replacement selection added a new critical path before full construction could resume.

Cost effect

Interim construction, new fixed-price proposals, financing, and delay all needed one current commercial record.

Public outcome effect

A weak transition could extend disruption and delay the transportation benefit.

Lifecycle movementP3 award → Delay and claims → Termination/default notices → Settlement → Owner interim control → Replacement procurement → New price, schedule, financing, and risk transfer.
Primary benefitPreserves leverage, clarifies responsibility, and supports a faster, better-documented recovery path.
GUIDED PROOF TOUR — STEP 5 OF 9YOU ARE HERE: Decision Window

Decision Window

The useful time to act was before the next commitment made the problem harder or more costly to change.

Contract formationBefore the 2016 public-private partnership agreement fixed the original risk allocation.
Emerging delayWhen delay and change events first crossed the contract’s notice and relief rules.
Best action windowDuring the 2020 settlement and before replacement proposals reset price, schedule, risk, and financing.
Return-to-work gateBefore the replacement contract, approvals, financing, and new baseline became effective.
GUIDED PROOF TOUR — STEP 6 OF 9YOU ARE HERE: Action CFIG Would Take

Action CFIG Would Take

CFIG would turn the evidence into three separate work products that a responsible person can use.

PRIMARY TANGIBLE OPTION 1 OF 3

Risk Allocation and Relief Matrix

Usable output
A clause-by-clause map of event, duty, notice, relief, payment, approval, evidence, and current owner for each disputed or transferred risk.
Responsible user
Owner, concessionaire, legal and commercial teams, finance, and project controls.
Decision enabled
Who owns each risk now and what relief or performance is still available.
Expected result
Old and amended duties are not mixed together.

Benefit: Stronger leverage and fewer responsibility gaps.

PRIMARY TANGIBLE OPTION 2 OF 3

Delay and Change Causation Timeline

Usable output
One evidence-linked timeline joining notice dates, events, access, permits, work status, schedule effect, cost position, response, and unresolved causation.
Responsible user
Project controls, commercial, legal, owner, concessionaire, and replacement team.
Decision enabled
Which events drove delay and what must be preserved, settled, or carried into the new baseline.
Expected result
Causation remains visible through the transition.

Benefit: Better support for settlement, recovery, and forecast decisions.

PRIMARY TANGIBLE OPTION 3 OF 3

Continuity and Replacement Procurement Decision Pack

Usable output
A board-ready pack for interim work, asset protection, bidder due diligence, fixed-price comparison, baseline schedule, financing, approvals, and risk-transfer conditions.
Responsible user
Owner, concessionaire, procurement, lenders, Board of Public Works, and executive sponsors.
Decision enabled
Whether the replacement plan is ready to close and full responsibility can transfer.
Expected result
Work restarts under a complete commercial and approval gate.

Benefit: A faster, more controlled recovery path.

Control rule: These are three separate usable outputs. Carl Wilson, as Human Authority, decides which output is released and how it is used.
GUIDED PROOF TOUR — STEP 7 OF 9YOU ARE HERE: Decision Makers and Actions Enabled

Decision Makers and Actions Enabled

Each output has a named user and a clear decision. Human Authority remains in control.

Public ownerManage interim work, protect the asset, approve the builder, and preserve public accountability.
ConcessionaireRun the selection process, fund its share, close financing, and resume contractual responsibility.
Procurement and lendersTest capacity, price, schedule, risk, and conditions before consent.
Commercial and project controlsKeep notice, cause, cost, schedule, and baseline facts tied together.
Decision questionIs the replacement design-build, price, schedule, financing, approval, and risk-transfer package ready to close?
Decision recordOne approved pack that states interim duties, preserved claims, selected builder, fixed price, baseline, financing, consents, and transfer date.
Human AuthorityCarl Wilson controls final use, release, and escalation.
GUIDED PROOF TOUR — STEP 8 OF 9YOU ARE HERE: Consequences of Taking No Action

Consequences of Taking No Action

If the condition is not controlled, the project can lose time, money, leverage, safety, or operating value.

Blurred responsibility

Old and new duties can be mixed, making later accountability harder.

Lost causation

Delay events can lose their notice, evidence, and schedule connection during turnover.

Weak replacement price

A replacement proposal can hide exclusions, old-work risk, financing conditions, or an untested schedule.

Longer public delay

An incomplete transition gate can stop work again or move opening farther out.

GUIDED PROOF TOUR — STEP 9 OF 9YOU ARE HERE: Verify the Finding Against Source Records

Verify the Finding Against Source Records

The proof chain below connects the claim to the exact public record and states the evidence limit.

SourceFifth Amendment to the Purple Line Public-Private Partnership Agreement — conformed Second Amendment
Exact locationPhysical PDF pages 7–10, document pages 1–4, Sections 2 and 7.16.1–7.16.3.
Condition foundCFIG connected the termination and default notices, settlement, suspended construction duties, owner step-in, interim cost sharing, replacement procurement, new fixed-price and schedule work, and return of responsibility to the concessionaire.
CFIG interventionBuild a dated contract-risk map, reconstruct cause and time, and issue one continuity decision pack for interim work and replacement selection.
Three Tangible OptionsRisk Allocation and Relief Matrix; Delay and Change Causation Timeline; Continuity and Replacement Procurement Decision Pack
DecisionIs the replacement design-build, price, schedule, financing, approval, and risk-transfer package ready to close?
Expected resultPreserves leverage, clarifies responsibility, and supports a faster, better-documented recovery path.
Evidence statusDirect executed-contract support for withdrawal of termination and default notices, suspended duties, owner interim management, replacement procurement, new approvals, and continued public-private partnership structure.

Verification card

WHAT THE SOURCE SAYS

Fifth Amendment to the Purple Line Public-Private Partnership Agreement — conformed Second Amendment

Physical PDF pages 7–10, document pages 1–4, Sections 2 and 7.16.1–7.16.3.

“initiate ... a solicitation process for the ultimate identification and selection of a replacement Design-Build Contractor”

PLAIN-LANGUAGE TRANSLATION

The project needed a new builder, so the parties created a formal selection path while the agreement stayed alive.

What CFIG detected or connectedContinuity depended on separating interim control from final risk transfer and recording who paid, managed, approved, and accepted the replacement plan.
Lifecycle phaseContract and Procurement; Construction and Project Controls; Changes, Claims, and Commercial Resolution.
Project effectResponsibility, price, schedule, lender and board approvals, interim work, and public-service timing.
Evidence statusDirectly supported by an executed public contract amendment.
OPEN THE ORIGINAL DOCUMENT
Boundary: This demonstration uses public contract amendments and agency reports. It does not give legal opinions, decide claim entitlement, or claim the still-active project has reached final outcome.
Complete Portfolio Evidence and Lifecycle Record

Continue into the full supporting portfolio

The guided tour gives the short answer. The record below preserves the project purpose, source coverage, lifecycle analysis, three Tangible Options, limits, and Human Authority.

OPEN THE FIRST FULL-PORTFOLIO SECTION
Reader Guide

Why this project is in the CFIG demonstration set

Demonstration purposeThis project demonstrates contract and procurement intelligence during disruption. It shows how CFIG can keep risk, cause, interim work, replacement selection, price, schedule, and responsibility connected while a major public project changes builders.

Primary CFIG capability

Commercial reconstruction, continuity control, and replacement procurement.

Decision sweet spot

During the 2020 settlement and before the replacement design-build contract reset price, schedule, and risk.

Client payoff

Preserves leverage, clarifies responsibility, and supports a faster, better-documented recovery path.

This is an independent historical demonstration built from public records. It does not claim CFIG worked on, advised, or was endorsed by the project.

Executive Summary

One condition. One decision path. Three usable outputs.

The delivery system had to keep the project alive while duties, work control, price, schedule, and design-build responsibility were being reassigned.

ConditionCFIG connected the termination and default notices, settlement, suspended construction duties, owner step-in, interim cost sharing, replacement procurement, new fixed-price and schedule work, and return of responsibility to the concessionaire.
InterventionBuild a dated contract-risk map, reconstruct cause and time, and issue one continuity decision pack for interim work and replacement selection.
BenefitPreserves leverage, clarifies responsibility, and supports a faster, better-documented recovery path.

Primary evidence spine

WHAT THE SOURCE SAYS

Fifth Amendment to the Purple Line Public-Private Partnership Agreement — conformed Second Amendment

Physical PDF pages 7–10, document pages 1–4, Sections 2 and 7.16.1–7.16.3.

“initiate ... a solicitation process for the ultimate identification and selection of a replacement Design-Build Contractor”

PLAIN-LANGUAGE TRANSLATION

The project needed a new builder, so the parties created a formal selection path while the agreement stayed alive.

What CFIG detected or connectedContinuity depended on separating interim control from final risk transfer and recording who paid, managed, approved, and accepted the replacement plan.
Lifecycle phaseContract and Procurement; Construction and Project Controls; Changes, Claims, and Commercial Resolution.
Project effectResponsibility, price, schedule, lender and board approvals, interim work, and public-service timing.
Evidence statusDirectly supported by an executed public contract amendment.
OPEN THE ORIGINAL DOCUMENT
Source Register and Coverage Ledger

What was reviewed—and what remains outside the claim

The register names each public record used here. “Targeted” means the listed project sections were reviewed for this demonstration. It does not mean every linked attachment or all project files were reviewed.

IDOriginal document and exact areaCoverage usedStatusPublic source
S1Purple Line P3 public record page
Official index of the executed agreement and seven amendments.		Document index, amendment sequence, and public access checked.VERIFIEDOpen original source
S2Fifth Amendment with conformed Second Amendment
24 pages; settlement continuation, suspended duties, interim work, and replacement selection.		Targeted Sections 2, 7.16, and replacement-selection terms.VERIFIEDOpen original source
S3Sixth Amendment to the P3 Agreement
6 pages; April 12, 2022 execution, new baseline attachments, and conditions before effectiveness.		Execution recitals, attachments, and effectiveness gate reviewed.VERIFIEDOpen original source
S4Maryland FY 2026–FY 2031 Consolidated Transportation Program
Dated program status and late-2027 opening forecast.		Purple Line program section reviewed.SUPPORTINGOpen original source
Full Project Lifecycle · Evidence Boundaries

Explore the Purple Line across all eight phases

The public amendments give detailed evidence of the settlement and replacement transition. Other phases remain available with their narrower evidence boundaries.

Guided proof menuOpen Purple Line companion reportReturn to portfolio gallery
Phase 1 · Limited corridor evidence

Land / Site Acquisition

Evidence reviewed: The public-private partnership defines owner access and right-of-way obligations. This portfolio did not review every parcel, acquisition, or third-party agreement.

Decision use and limit: Carry unresolved access duties into the replacement baseline, while reserving parcel-specific conclusions for land records.

Open source registerAll eight phases
Phase 2 · Project definition context

Planning / Project Definition

Evidence reviewed: The official partnership describes a light-rail project with design, construction, financing support, and later operation and maintenance obligations.

Decision use and limit: Keep the service objective, scope, ownership, and concession duties visible through a contract reset.

Open source registerAll eight phases
Phase 3 · Partial design evidence

Design / Preconstruction

Evidence reviewed: The amendments refer to technical provisions, existing work, and baseline-condition material. They are not a complete independent review of all design drawings.

Decision use and limit: Inventory accepted, incomplete, or disputed design and existing work before the replacement team relies on them.

Open source registerAll eight phases
Phase 4 · Strong agreement evidence

Contract / Procurement

Evidence reviewed: The conformed Second Amendment in the executed Fifth Amendment specifies replacement design-builder selection, information access, suspended duties, and conditions for new contracts and financing.

Decision use and limit: Map the approval sequence, procurement criteria, document custody, and transferred duties before selecting and mobilizing a replacement.

Open exact sourceAll eight phases
Phase 5 · Price conditions, not a verified GMP

Guaranteed Maximum Price / Cost Formation

Evidence reviewed: The amendment structure addresses interim cost allocation, replacement price and funding conditions. The reviewed records do not establish a guaranteed maximum price or a complete final cost.

Decision use and limit: Normalize replacement bids and exclusions, existing-work risk, contingency, and financing conditions for a documented decision.

Open tangible optionsAll eight phases
Phase 6 · Strong transition evidence

Construction / Project Controls

Evidence reviewed: The agreement suspends selected obligations during replacement selection and addresses interim work and new-baseline conditions. It is not a complete field progress audit.

Decision use and limit: Separate pre-transition work, interim owner-controlled work, and replacement work in the schedule and control record.

Open exact sourceAll eight phases
Phase 7 · Strong settlement evidence

Changes / Claims / Disputes

Evidence reviewed: The conformed amendment records the withdrawn termination and default notices, continuation of the agreement, settlement structure, and replacement arrangements. It does not decide legal entitlement for every asserted delay or claim.

Decision use and limit: Preserve dated causation, notice, release, and responsibility evidence across the handoff.

Open detailed findingsAll eight phases
Phase 8 · Future obligations; no final-closeout claim

Closeout / Warranty / Operations

Evidence reviewed: The partnership calls for later operation and maintenance. The reviewed amendment and dated transportation record do not amount to a final warranty, closeout, or operating-performance audit.

Decision use and limit: Define acceptance and long-term handoff records without asserting a completed final outcome from this source set.

Open release limitsAll eight phases
Open the existing phase-by-phase ledgerReturn to guided proof
Complete Portfolio Evidence and Lifecycle Record

The eight CFIG lifecycle phases

A phase may be evidence-supported, supporting, or requirements-only. No blank phase is presented as completed field proof.

PhaseCoverage statusProject evidenceCFIG use
1. Land and Site AcquisitionSUPPORTINGCorridor and owner access duties appear in the P3 structure; full parcel corpus not reviewed.Carry access and third-party constraints into causation and the new baseline.
2. Planning and Project DefinitionEVIDENCE-SUPPORTEDPublic-private partnership purpose, 16-mile system, and full delivery scope.Keep service outcome, scope, funding, and delivery duties aligned.
3. Design and PreconstructionEVIDENCE-SUPPORTEDTechnical provisions, existing-work narratives, and baseline-condition attachments were amended.Freeze what was complete, defective, open, or transferred.
4. Contract and ProcurementEVIDENCE-SUPPORTEDOriginal P3, settlement amendments, and formal replacement design-builder selection.Map clause changes and run a controlled replacement competition.
5. Guaranteed Maximum Price, Cost Formation, and PurchasingEVIDENCE-SUPPORTEDInterim cost allocation, lump-sum fixed-price goal, new financing, and approvals.Normalize price, exclusions, old-work risk, schedule, and finance conditions.
6. Construction and Project ControlsEVIDENCE-SUPPORTEDSuspended duties, owner interim management, work narratives, and revised baseline schedule.Separate interim work from the restart baseline and assign controls.
7. Changes, Claims, Disputes, and Commercial ResolutionEVIDENCE-SUPPORTEDTermination/default notices, settlement, mutual release, amendments, and preserved commercial structure.Reconstruct cause, relief, payment, and responsibility without giving legal opinions.
8. Closeout, Warranty, Audit, and Final ResolutionONGOING / DATEDCurrent program reports show the project remains active with a late-2027 public forecast.Maintain dated claims and readiness status; do not claim final outcome early.
Detailed Findings

Source language beside plain language

MPL-01The agreement survived, but the original delivery path did notCONTRACT CONTINUITY

WHAT THE SOURCE SAYS

Fifth Amendment / conformed Second Amendment

“the Agreement shall continue in full force and effect”

Physical PDF page 7, document page 1, Section 2.

Open original source

PLAIN-LANGUAGE TRANSLATION

The main public-private agreement stayed alive even though the old builder path had broken.

WHAT CFIG DISCOVERED, CONNECTED, OR WOULD ENABLE

Condition Found

Contract continuity and work continuity were different questions.

Significance

A live agreement can still have suspended duties and missing delivery capacity.

Lifecycle Effect

Claim → Settlement → Interim management → Replacement procurement.

Decision Window

Before the 2020 settlement terms were locked.

CFIG Intervention

Use the Risk Allocation and Relief Matrix.

Responsible User

Owner, concessionaire, legal, commercial, and finance teams.

Consequences of Taking No Action

Parties can rely on duties that were suspended or changed.

Expected Benefit

Current responsibility and available relief stay clear.

Evidence status: Direct executed-contract support.
MPL-02Replacement selection became a new critical pathPROCUREMENT / SCHEDULE

WHAT THE SOURCE SAYS

Fifth Amendment / conformed Second Amendment

“selection and evaluation criteria shall be focused on factors that may include capacity, capability, schedule, and rate structure”

Physical PDF page 9, document page 3, Section 7.16.3.

Open original source

PLAIN-LANGUAGE TRANSLATION

The new builder had to be tested for skill, schedule, and price.

WHAT CFIG DISCOVERED, CONNECTED, OR WOULD ENABLE

Condition Found

Procurement quality controlled the restart date and recovery confidence.

Significance

A fast award without full due diligence can create a second disruption.

Lifecycle Effect

Shortlist → Due diligence → Fixed price → Approvals → New baseline.

Decision Window

Before shortlisting and final selection.

CFIG Intervention

Use the Continuity and Replacement Procurement Decision Pack.

Responsible User

Concessionaire, owner, procurement, lenders, and approving boards.

Consequences of Taking No Action

Exclusions, old-work risk, or an unrealistic schedule can pass into the new contract.

Expected Benefit

The restart is based on proven capacity and an approved whole package.

Evidence status: Direct executed-contract support.
MPL-03Causation had to survive the handoffDELAY / CHANGE

WHAT THE SOURCE SAYS

Fifth Amendment / conformed Second Amendment

“Owner shall manage the Project during the Replacement DB Selection Period”

Physical PDF page 9, document page 3, Section 7.16.1.3.

Open original source

PLAIN-LANGUAGE TRANSLATION

The public owner controlled work for a time while a new builder was chosen.

WHAT CFIG DISCOVERED, CONNECTED, OR WOULD ENABLE

Condition Found

Interim work, old events, and the future baseline could easily become mixed.

Significance

Later cost and time decisions need a clean boundary between periods.

Lifecycle Effect

Old builder period → Owner interim period → Replacement period.

Decision Window

At transition start and before the new baseline was accepted.

CFIG Intervention

Use the Delay and Change Causation Timeline.

Responsible User

Owner, project controls, commercial teams, concessionaire, and replacement builder.

Consequences of Taking No Action

Cause and responsibility can blur across the handoff.

Expected Benefit

Each period has a traceable record for recovery and future control.

Evidence status: Direct executed-contract support.
Tangible Options

Exactly three primary outputs

Each option is a usable work product. It names the user, the decision, and the payoff.

No.Tangible OptionUsable outputUserDecision enabledBenefit
1Risk Allocation and Relief MatrixA clause-by-clause map of event, duty, notice, relief, payment, approval, evidence, and current owner for each disputed or transferred risk.Owner, concessionaire, legal and commercial teams, finance, and project controls.Who owns each risk now and what relief or performance is still available.Stronger leverage and fewer responsibility gaps.
2Delay and Change Causation TimelineOne evidence-linked timeline joining notice dates, events, access, permits, work status, schedule effect, cost position, response, and unresolved causation.Project controls, commercial, legal, owner, concessionaire, and replacement team.Which events drove delay and what must be preserved, settled, or carried into the new baseline.Better support for settlement, recovery, and forecast decisions.
3Continuity and Replacement Procurement Decision PackA board-ready pack for interim work, asset protection, bidder due diligence, fixed-price comparison, baseline schedule, financing, approvals, and risk-transfer conditions.Owner, concessionaire, procurement, lenders, Board of Public Works, and executive sponsors.Whether the replacement plan is ready to close and full responsibility can transfer.A faster, more controlled recovery path.
Completion Gate

Release controls and honest limits

PASS — Guided proofNine exact tour steps, three-way navigation, and direct evidence cards are present.
PASS — Tangible OptionsExactly three primary outputs name a user, decision, result, and benefit.
PASS — Source separationThe source words and the CFIG interpretation are shown in different boxes.
LIMIT — Evidence boundaryThis demonstration uses public contract amendments and agency reports. It does not give legal opinions, decide claim entitlement, or claim the still-active project has reached final outcome.
LIMIT — Professional roleCFIG organizes records and decision intelligence. It does not replace licensed design, legal, safety, environmental, accounting, or regulatory professionals.
HUMAN AUTHORITYCarl Wilson controls approval, release, reliance, and any later use of this demonstration.
No guarantee: Tangible Options describe defensible decision support. They do not promise a project result or claim that CFIG performed work on the historical project.

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