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Lecture 3-Wk 3
Lecture 3-Wk 3
Contract Management
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CONTRACT MANAGEMENT
Lecture-3 (Week-3)
Topics to cover
o Contracts naming convention
o Contract Strategy
o Formulating a contract strategy
o Project Delivery Methods
o Traditional Project Delivery
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Contracts naming
convention
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▪ The goods are usually construction materials. The services are usually laboring and use of
plants to work but they can include design services and management services.
▪ Where the contractor does not contract to provide design or management services, the
contract is usually described as a ‘traditional contract’.
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▪ For example, some contractors call their own form of contract a ‘Guaranteed
Maximum Price Contract’ but usually there is no guarantee that the price will
not increase.
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Contract Strategy
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Contract Strategy
In deciding what form of contract the client should enter, the three issues need
to be carefully considered
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Contract Strategy
Management of the project lifecycle
▪ Clients have a choice of either managing individual stages of the project
lifecycle themselves or engaging suitable qualified and experienced
consultants such as project managers.
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Design of the facility
▪ Once a decision is made on ‘management’, the client decides who to contract
for design services.
▪ Since the design work may involve a number of specialist designers, the client
may either enter into one contract only with the ‘main’ or ‘chief’ designer,
who in turn would form separate contracts with the other design specialists,
or form separate contracts with individual specialist designers.
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Design of the facility
▪ The client must, however, nominate one of the designers to assume the role
of a design leader to ensure effective co-ordination and integration of the
design.
▪ Alternatively, the client will appoint a project manager to lead the design
team.
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Design of the facility
▪ In ‘design and construct’ contracts, the contractor becomes responsible for
the design. The contractor has either in-house design capabilities or sublets
the design work to design firms. This practice is increasingly popular on
medium to large commercial and engineering projects.
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Construction
▪ A contract to build a construction project may be awarded to one contractor,
which is the most common practice, or to several contractors.
▪ The latter practice is associated with ‘fast-tracking’ (a process of overlapping
design and construction) and may also be applied on projects where risks are
such that a reasonable price cannot be formulated through a tender process.
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Contract Strategy
Construction
▪ Where the client proposes to ‘package’ the work to several contractors, it is
common to appoint a construction manager to lead the contracts (then
called trade contracts or separate contracts) on behalf of the client.
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Formulating a contract
strategy
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▪ It may well be that the client will let one contract for all three elements or
three separate contracts, one for each element, or the client may choose any
combination of those elements.
▪ The decisions taken during the development of a contract strategy affect the
responsibilities of those involved.
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▪ They also allocate risks and define policies for risk management, as well as
define the extent of control is transferred to contractors. Therefore they affect
all of the crucial project objectives of cost, time, and quality.
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▪ In this part, the terms ‘delivery methods’ and ‘options of project delivery’
will be used to describe project organization structures.
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▪ Unlike corporate organization structures that define the main functional and
administrative units of a firm, project organization structures define a
hierarchy of the key project team members and give the contractual and
communication links between them.
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▪ They define contractual links among the key project team members and the
flow of information within the hierarchical management structure.
▪ Methods vary and their nature is determined by the roles played by the
project team members, the relationships between them, the timing of
events, as well as the formal general conditions of contract used.
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iii. The degree of documentation available before contracts are entered into.
With full documentation available, a traditional method of delivery may be
the best alternative.
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▪ The method is well known, its structure is clearly defined, and the roles and
responsibilities of individual project team members are understood.
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▪ The design consultant will advise the client on the most suitable contract
conditions and the procedure for selecting a contractor. This will involve
drafting tender conditions, recommending how the tender process should be
carried out, evaluating tenders and recommending a winning tenderer. The
design consultant will also make a recommendation on the selection of
nominated subcontractors.
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▪ The contractor undertakes to fulfill all the obligations under the contract to
build the facility within the agreed cost and time, and to the required quality
standards.
▪ Figure 1 shows that the contractor has a communication link with the design
consultant but not with the principal/client. This is characteristic of the
traditional method.
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▪ Things done and directions given by the design consultant as the agent of the
principal bind the Contractor just as if done by the Client. In general, a claim
cannot be made against the agent for acts performed as an agent of the client
but must be made against the client.
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▪ In the opposite case, the client may argue that the design consultant is not
acting in the client’s best interest and may have a claim against the design
consultant for breach of the terms of the consultancy engagement.
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▪ The client needs to ensure that only a highly experienced and reputable
design firm is selected for this task.
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▪ Apart from being selected by the client on advice from the design consultant,
nominated subcontractors do not enjoy special privileges.
▪ By subcontracting, the contractor does not escape liability to the client. The
contractor is usually liable for the acts or omissions of a subcontractor as if
committed by the contractor.
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Advantages to Client
The traditional method of project delivery promises a number of distinct
advantages to the client. A brief summary of potential advantages is given
below:
▪ The completion of plans and specifications before the award of the main
contract allows the client and the contractor to make a fairly accurate
estimate of the cost and construction time of the facility.
▪ Because sufficient time has been provided before construction for the
development of design and the production of documentation, the risk
associated with design changes (variation orders) is expected to be low.
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Advantages to Client
▪ The client’s financial risk associated with the construction stage is relatively
low since the contractor assumes most of the risk.
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Disadvantages to Client
The major disadvantage of the traditional method is that construction
generally cannot start until the project is fully designed and documented. This
extends the period of the whole project and increases the vulnerability of the
client to financial risk through inflationary and interest rate movements.
Other potential disadvantages of the traditional method are:
▪ the lack of the contractor’s technological and management expertise
and input into those aspects of the design involving construction
▪ the possibility of errors and discrepancies in contract documents that a
dishonest contractor might exploit to the disadvantage of the client
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Disadvantages to Client
▪ a high cost of tendering. The tendering cost may be as high as 3.5 percent of
the tender price (Cordell 1980).
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▪ The client requires the consultants to provide advice and monitoring of the
project through the design, documentation and construction stages.
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Selection of Contract
Conditions
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Thank You!
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