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This type of contract involves a total fixed price for all construction-
related activities. This can include incentives or benefits for early
termination, or can also have penalties, called liquidated damages, for a
late termination. These contracts are preferred when a clear scope and a
defined schedule has been reviewed and agreed upon.
This contract is used when the risk needs to be transferred to the builder
and the owner wants to avoid change orders for unspecified work.
However, a contractor must also include some percentage cost
associated with carrying that risk. These costs will be hidden in the fixed
price.
In lump sum contract the complete work as per plan and specifications is
carried out by contractor for certain fixed amount as per agreement. The
owner provides required information and contractor charges certain
amount. This contract is suitable when the number of items are limited
or when it is possible to work out exact quantities of work to be
executed. The detailed specifications of all items of work, plans and
detail drawings, security deposit, penalty, progress and other condition
of contract are included in agreement. Though it is lump sum and
scheduled contract, contractor will be paid at regular interval of 2-3
months as per progress of work on the basis of certificate of payment
issued by engineer in charge. A scheduled of rate is included in
agreement for making payment of extra items.
Under a lump sum contract, a “fixed price” for the work to be done is
agreed upon by the client and contractor before the work begins. This
contract can also be applied to both home building and commercial
contracts. It can be more of a risk to the contractor as there are fewer
mechanisms to allow them to vary their price.
By providing unit prices, the owner can easily verify that he's being
charged with un-inflated prices for goods or services being acquired.
Unit price can easily be adjusted up and/or down during scope changes,
making it easier for the owner and the builder to reach into agreements
during change orders.
Time and material contracts are usually preferred if the project scope is
not clear, or has not been defined. The owner and the contractor must
establish an agreed hourly or daily rate, including additional expenses
that could arise in the construction process.
The costs must be classified as direct, indirect, markup, and overhead
and should be included in the contract. Sometimes the owner might want
to establish a cap or specific project duration to the contractor that must
be met, in order to have the owner’s risk minimized. These contracts are
useful for small scopes or when you can make a realistic guess on how
long it will take to complete the scope.
Cost plus contracts are used when the scope has not been clearly defined
and it is the owner responsibility to establish some limits on how much
the contractor will be billing. When some of the aforementioned options
are used, those incentives will serve to protect the owner's interest and
avoid being charged for unnecessary changes. Be aware that cost-plus
contracts are difficult or harder to track and more supervision will be
needed, normally do not put a lot of risk in the contractor.
In cost plus percentage, the owner pays greater than 100 percent of the
documented cost, usually requiring detailed expense accounting. In this
type of contract, contractor is paid the actual cost of work plus certain
percentage as profit. Various contract documents, drawing,
specifications are not necessary at the time of signing the agreement.
Contractor has to keep all records for cost of material and labour and
contractor will be paid accordingly to engineer in charge. This type of
contract is suitable for emergency work like difficulties in foundation
conditions, construction of expensive structure etc.
In cost plus fixed fee, the owner pays the contractor an agreed amount
over and above the documented cost of work.
This is a negotiated type of contract where actual and direct costs are
paid for and additional fee is given for overhead and profit is normally
negotiated among parties. The owner is in more control of the project;
however, the risks are transferred to the owner.
Commercial contracts
SUB-CONTRACT
PARTIES TO A CONTRACT
Employer/Client
The employer/client is the party procuring the work, conceives the idea
and employs the contractors and consultants to undertake the works for
the project. He is responsible for procuring funding and obtains relevant
permits for the project. The employer is obliged to ensure that the
Contractor is qualified.
Contractor
The Architect
The Architect is the party responsible for the preparation of the designs
or drawings for the construction project and supervising the
implementation on the employer’s behalf.
Civil/Structural Engineers
They are engaged in the designing of the projects working closely with
the Architect to ensure structural integrity of the construction project.
Other Subcontractors
01 Contract Documents
02 Contract Types
When the time comes for a builder to sit down with union
representatives or project stakeholders, he or she needs to be prepared. A
good negotiator should have the characteristics and skills that allow for
the right deal to be struck—one that achieves set goals while leaving
both parties satisfied. Face-to-face negotiations, although rare, can
sometimes make things even worse. Certain tricks and methods can
ensure that everyone leaves the table feeling that they have a good deal.
Builders have two options for completing work on a project: direct hire
their own employees or subcontract the work to independent contractors.
It is not an easy decision.
Subcontracting can offer warranties that can make your work easier
while hiring someone directly requires additional efforts as far as
oversight and management. But direct hiring often gives the builder
more control over costs and quality. How does a contractor decide
between the two? Based on the scope of the project and existing
relationships with subcontractors, the project manager will make the
decision based on what is most cost-effective and timely.
Differing site conditions can increase construction costs and can delay
breaking ground on the project. A contractor developing contracts needs
to know how to handle this possibility and include language that protects
against unforeseen circumstances. Normally, differing site conditions
surface during the first weeks of the project, potentially affecting the
schedule and causing unforeseen delays. Considering the
repercussions of delays, it's crucial to document how such impediments
affect the general contract.
Escalation clauses are often written into construction contracts. They are
more typically included on large construction projects, where the job
might require more than one year to complete and where it carries
substantial financial backing and risk. For example, the potential for
economic changes such as a gas shortage or oil glut may require contract
escalation clauses, even on small and medium-size projects. If executed
properly, escalation clauses protect the contractor
from unpredicted charges.
ELEMENTS OF A CONTRACT
1. Offer
2. Acceptance
3. Consideration
4. Parties who have legal capacity
5. Lawful subject matter
6. Mutual agreement among both parties
7. Mutual understanding of the obligation
When it comes to the key three elements that make up the beginning
stages of the contract, you’ll need to ensure that there is an offer,
acceptance, and consideration. First, an offer must be made by one
party to another party. Next, the party receiving the offer must accept
it. Then, there must be consideration exchanged between the parties.
This could be a monetary amount or a simple promise to act under the
contract.
While all contracts are unique, there are certain terms that are
commonly used in all contracts, particularly business contracts. These
are generally referred to as the terms and conditions of a contract.