Geoffrey Raymond was given the opportunity to travel to Mongolia and examine the Oyu Tolgoi project schedule. The Master schedule was strategic and the real information was in the sub-project schedules. These schedules had to be understood and an overall schedule suitable for risk analysis developed. A key benefit was achieved by the team working through the logic and the interactions and coming to the realisation that the critical path was different to expectations. This new understanding has resulted in a reallocation of effort. Working through the uncertainties of the key tasks provided an ideal communication forum between the sub-projects and again benefited understanding. The actual outcomes of the quantitative schedule analysis were welcomed by the team and the team understood and had confidence in the results.