CMPM-UPANG-1

CONSTRUCTION
METHODS AND
PROJECT
MANAGEMENT
E N G R. M I SAE L L. C A M P O S A NO, JR
ENGR. MISAEL L. CAMPOSANO, JR
• REGISTERED CIVIL ENGINEER, 2017

• REGISTERED MASTER PLUMBER, 2023
• MASTER OF SCIENCE IN CONSTRUCTION MANAGEMENT (THESIS REMAINING)
• DOLE ACCREDITED SAFETY OFFICER 1, 2, 3
• ISO TRAINED FOR ISO 9001, 14001, 45001
• TECHNICAL OPERATIONS MANAGER, CALASIAO WATER COMPANY, INC. 2021-PRESENT

• TERRITORY MANAGER, CALASIAO WATER COMPANY, INC. 2017-2021
• PART-TIME COLLEGE INSTRUCTOR, PHILIPPINE COLLEGE OF SCIENCE AND TECHNOLOGY, 2019-
PRESENT
• PART-TIME COLLEGE INSTRUCTOR, UNIVERSITY OF MAKATI, 2018
• ADMIN/TUTOR, TOWER CIVIL ENGINEERING REVIEW CENTER, 2017
PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 2

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PHINA UPANG – CMPM REVIEW SESSION MAR 2023 4

OUTLINE OF PRESENTATION
• PROJECT
• CONTRACTS AND SPECIFICATIONS
• BIDDING
• INSURANCE/BONDS/WARRANTIES
• PROJECT ORGANIZATION
• PROJECT MANAGEMENT
• PM KNOWLEDGE AREAS
• ROLE OF PM
• PROJECT MANAGEMENT OFFICE
• PM TOOLS AND TECHNIQUES
• PROJECT LIFE CYCLE & PROCESS
• QUIZ
Presentation title MAR 2023 5

PROJECT ?
A project is a
temporary endeavor
undertaken to create a
unique product,
service, or result.
Source: PMBOK, PMI
PHINMA UPANG – CMPM REVIEW SESSION MAR 2023

PROJECT ?
▪ Unique product, service, or result. Projects are undertaken to fulfill objectives by

producing deliverables. An objective is defined as an outcome toward which work is to be
directed, a strategic position to be attained, a purpose to be achieved, a result to be
obtained, a product to be produced, or a service to be performed.
▪ Temporary endeavor. The temporary nature of projects indicates that a project has a
definite beginning and end. Temporary does not necessarily mean a project has a short
duration.
▪ Projects drive change. Projects drive change in organizations. From a business

perspective, a project is aimed at moving an organization from one state to another state in
order to achieve a specific objective.
▪ Projects enable business value creation. PMI defines business value as the net
quantifiable benefit derived from a business endeavor.
Source: PMBOK, PMI

PROJECT, PROGRAM, AND PORTFOLIO
PROJECT PROGRAM PORTFOLIO

A project is a A program is a A portfolio is a
temporary group of related collection of
endeavor projects, projects,
undertaken to subsidiary programs,
create a unique programs, and subsidiary
product, service, program activities portfolios, and
or result. that are managed operations
in a coordinated managed as a
manner to obtain group to achieve
benefits not strategic
available from objectives.
managing them
individually.
Source: PMBOK, PMI

CONTRACT ?
A contract i s a l egal ly binding agreement
between two or more parties to e xchange
s omething of v alue. In construction, i t i s
usual ly money i n e xchange for construction
s ervi ces to bui ld a f aci l ity. A contract impos es
both contractual and l egal obl igations on both
parties that are dif f i cult or impossible to
change.
Source: Construction Management, Max Fajardo

CONTRACT
Competent parties
For a contract to be Offer and acceptance

VALID it needs to have
the following: Reasonable certainty of terms
Proper subject matter
Considerations
Source: Construction Management, Max Fajardo

Competent Parties
To enter into a contract, a party must be in

legal age and have sufficient mental
awareness prescribed by law. This of course
is rare a problem in construction.

Offer and Acceptance
When parties agree, it is understood that

there is a mutual assent or meeting of the
minds. The agreement must be unequivocal
and not propose new terms. Even small,
seemingly insignificant issues are sufficient
to preclude a determination of mutual
assent.

Reasonable Certainty of Terms
Terms should be clear in order that an

independent third party can determine if the
parties performed as promised. If
performance cannot be determined, there
may not be a valid contract. This is rarely a
problem in construction but is potentially a
greater problem in design contracts private-
sector.

Proper Subject Matter
Parties to participate in the contract must

not do something that is illegal.

Considerations
Contracts are economic exchanges;

therefore, something of value must be
exchanged. Valid contracts require
considerations or an exchange of
something of value; this rule is sometimes
called the preexisting duty rule.

CONTRACT DOCUMENTS
Conditions of
Drawings Specifications Addenda Alternates Agreement Modifications
Contract
One part addresses the legal aspects between the owner and the contractor
The second part addresses the technical requirement of the project
CONDITION OF CONTRACTS
1. THERE MUST BE AN OFFER - There must be an offer and an

acceptance. If I don’t offer you something, there is no
contract. If you don’t accept it, there is no contract.
2. THERE MUST BE CONSIDERATION - This means that
something has to be exchanged. Your project suppliers offer
you goods or services and you pay them money in exchange.
3. THERE MUST BE LEGAL CAPACITY - This is expected to vary
from country to country, but the people entering into the
contract must be legally able to enter into an agreement.
https://www.projectmanagement.com/blog/blogPostingView.cfm?blogPostingID=29548&thisPageURL=/blog-post/29548/5-Conditions-for-Legal-Contracts#_=_

CONDITION OF CONTRACTS
4. THERE MUST BE LEGAL PURPOSE - This simply means that

the subject of the contract needs to comply with the law.
5. THERE MUST BE INTENTION - There must be the
understanding on both sides that this agreement could be
enforced by a court if it came to it. You must go into the
contract understanding that it is legally binding and that
you intend for it to be so. You aren’t signing up to
something on a best endeavours basis, or without realising
that it’s a legal document.
https://www.projectmanagement.com/blog/blogPostingView.cfm?blogPostingID=29548&thisPageURL=/blog-post/29548/5-Conditions-for-Legal-Contracts#_=_

DRAWINGS
It means the set of drawings that form a part of the legal

contract for services between two or more parties and which
have been signed by or on behalf of the Parties to this
Contract.
http://www.electrical-knowhow.com/2011/12/contract-construction-drawings.html

DRAWINGS
D ra w i ng s s h o u l d i n d i c a t e t h e r e l a t i o n sh i p b e t w ee n e l e m e nt s o f t h e f a c i l i t y a n d m a y d e s i g n a t e t h e
f o l l o w i n g f o r e a c h m a t e r i a l , a s s e m b l y, c o m p o n en t , a n d a c c e s s o r y:
• L o c a t i o n o f e a c h m a t e r i a l , a s s e m b l y, c o m p o n e nt , a n d a c c e s s o r y.
• Id e n t i f ic a t i o n o f c o m p o n e nt s a n d p i e c es o f e q u i p me n t .
• G i ve d i m e n s i o n s o f c o m p o n en t s a n d s i ze s o f f i e l d a s s e m b l y c o m p o n en t s .
• I n d i c a t e i n t e r f a c e s a n d c o n n e c t i o n s b e t w ee n m a t e r i a l s , d e t a i l a s s e m b l i e s a n d d i a g ra m s y s t e m s .
• S h o w f o r m s a n d r e l a t i o n s h i p o f b u i l d i n g e l e m e nt s .
• Indicate limits of work and as applicable indicate areas of construction phases
• I n d i c a t e e x t e n t o f a l t e r n a t es a n d i n d i c a t e “ b a s e b i d ” a n d “a l t e r n a t e b i d ” c o n s t r u ct i o n s o t h a t t h e
s c o p e o f e a c h c o n d i t i o n i s c l e a r.
• I n d i c a t e w o r k t o b e p e r fo r m ed b y o r f o r t h e o w n e r u n d e r s e p a ra t e c o n t ra c t s .
• Id e n t i fy a p p l i c a b l e d ra w i n g s y m b o l s i n s c h e d u l e o f s y m b o l s .
• I n d i c a t e t h e g ra p h i c s c a l e o f d ra w i n g s .

SPECIFICATIONS
1. EXCAVATION, FILLING AND GRADING 11. ALUMINMUM GLASS AND WINDOWS

2. TERMITE CONTROL 12. GLASS AND GLAZING
3. PLAIN AND REINFORCED CONCRETE 13. PLUMBING
4. CONCRETE MASONRY 14. ELECTRICAL
5. MASONRY FINISH 15. PAINTING AND VARNISHING
6. STRUCTURAL STEEL 16. ACOUSTIC CEILING
7. CARPENTRY AND JOINERY WORKS 17. WATER PROOFING
8. HARDWARE 18. MECHANICAL
9. ROOFING MATERIALS 19.FACILITIES FOR DISABLED PERSONS
10. STEEL DOORS AND WINDOWS

ADDENDUM
It is a change in the contract documents during the bidding

process, before a ward of the contract.
Addenda are issued to correct errors in the contract
documents or clarify an issue. May concern addition to the
work at the request of the owner.
The estimating team must be certain that the costs of all
addenda are included in the estimate.

ALTERNATE
It is an addition or subtraction to a base bid price for

substitutions requested by the owner during the bidding
process.
Each alternate is listed and numbered separately in the bid
documents.
For example:
An alternate No.1 may be add the parking lot.
An alternate No.2 may be deduct the sidewalks.

CHANGE ORDER
It is issued by the designer but signed by the owner and

contractor making a change in the contract documents during
construction.
Upon approval by the owner change orders become a part of
the contract documents.

LECTURE BREAK
PLEASE BE BACK
AFTER 10 MINUTES

Different Types of Contracts
LUMPSUMP COST PLUS FEE GUARANTEED UNIT PRICE

MAXIMUM
PRICE

This is the most common type of contract. The construction

manager and the owner agree on the overall cost of the
construction project and the owner is responsible for
paying that amount whether the construction project
exceeds or falls below the agreed price of payment.
LUMPSUMP

This contract provides payment for the contractor including

the total cost of the project as well as a fixed fee or
percentage of the total cost. This contract is beneficial to
the contractor since any additional costs will be for paid
even though they were unexpected for the owner.
COST PLUS FEE

This contract is the same as the cost – plus – free contract

although there is a set price that the overall cost and fee
do not go above.
GUARANTEED
MAXIMUM PRICE

This contract is used when the cost cannot be determined

ahead of time. The owner provides materials with a
specific unit price to limit spending.
UNIT PRICE

Considerations
Without specific terms and conditions, duly notarized

contract that is agreed by both parties there should be
no construction that must happen.

BID
A bid is given to the owner by construction
manager that are willing to complete their
construction project. A bid tells the owner
how much money they should expect to pay
the construction management company in
order for the complete the project.

BID DOCUMENT VS CONTRACT DOCUMENTS
The bid document applies to before the contract is

signed, whereas the contract document applies to after
the contract agreement is signed by the owner and
contractor

BID
Open Bid: An open bid is used for public projects. Any and all
contractors are allowed to submit their bid due to public
advertising.
Closed Bid: A closed bid is used for private projects. A

selection of contractors are sent an invitation for bid so only
the can submit a bid for the specified project.

BID
Competitive Contract: Advertisement for bids in public media. Bid

opening is performed in the open public. Contractor performs a detailed
estimate and submits a bid price accordance with the contract documents.
Most governments award contract to the lowest bidder, provided all
conditions of the contract have been met.
Negotiated: Award of the contract is made to

the contractor the owner feels can provide the best total
performance , which may or may not be lowest initial
cost.

BID
Advertisement Notice to Invitation to Instructions to Proposal form

for bids bidders bid bidders

BID SOLICITATION
The bidding solicitation sometimes called the invitation to bid contain the
time that bids must be submitted. The estimator must establish a plan to
complete all work to meet the deadline
of the bid date, otherwise the bid will be disqualified. The bid solicitation
also gives the name and address of the owner and design organization
with instructions on how to obtain
the bid documents.

INSTRUCTION TO BIDDERS
The instruction to bidders section describes vital information that is

required to submit a bid. For example, that may appear in the instruction
to is a statement that the contractor must make a provision during
execution of the contract document to allow the owner to take advantage
of the owner's contract documents to allow the owner to take advantage
of the owner's tax exempt status for materials and equipment purchased
for the project.

AVAILABLE INFORMATION TO BIDDERS
The information available to bidders section may include such items as

referencing a subsurface exploration report that has been prepared for the
project, but is not shown in contract documents . the information available
to bidders may include information about the project from a material
testing laboratory

BID FORMS
The bid form defines the format that is required for submission of the bid.
The format of the bid form impacts the assembly and summary of costs in
the final estimate. The owner may request the bid as lump sum, unit
prices based on predefined pay quantities in the bid documents , or
combination of both.

BID SELECTION
B E ST VA LU E Q U A L I F ICATIO N S -
LO W - B I D S E L E C T IO N
S E L E C T IO N B A S E D S E L E C T IO N
Thi s s e l ection f o cuses on T h i s s e l e c t i on f o c u s e s o n T h i s s e l e c t i on i s u s e d when

the pri ce of a project. b o th t h e p ri c e a n d t h e owner d e c i d e s t o c h oos e
q u a l i f i c a t i ons o f t h e t h e c o n tra c t or o n ly o n t h e
M u l t ipl e c onstruction
c o n trac tors s u bmi t ti ng b i d s. b a s i s o f t h e i r q u a l i f i c a t i ons.
management c ompani es T h i s me ans t h at t h e owner T h e owner t h en u s e s a
s ubmi t a bid to the owner c h oos e t h e c o n trac tor wi t h r e q u e s t f o r q u a l i f i c a t i ons
that i s the l owest amount t h e b e s t p ri c e s a n d t h e b e s t ( R F Q ), whi c h p rov i d e s t h e
they are wi l l ing to do the q u a l i f i c a t i ons. T h e owne r owner wi t h t h e c o n trac t or’ s
job f or. Then the owner d e c i d e s by u s i ng a r e q u e s t f or e x p eri e n c e, manageme nt
p ropos a l ( R F P ) , whi c h p l a n s, p roje c t organi z a ti on,
usual ly c hooses the
p rov i d e s t h e owne r wi t h t h e a n d b u dge t a n d s c h e dul e
c ompany wi th the l owest c o n trac tors e x a c t f o rm o f p e rf ormanc e. T h e owner may
bid to c ompl ete the job f or s c h e dul i ng a n d b u dge t i ng t h at a l s o a s k f o r s a f e ty r e c ords
them. t h e c o n tra c t or e x p e c t s t o u s e a n d i n d i v i d u al c r e d e nti a l s o f
f or t h e p roje c t. t h e i r members.

INSURANCE/BOND
BID BOND
PERFORMANCE BOND
It i s to ensure the owner that
the c ontractor wi l l s ign the PAYMENT BOND
c ontract f or the bid amount, It i s to ensure the owner that
i f the bidder refuses or f a i l s the c ontractor wi l l perform
a l l work i n a c cordance wi th Thi s bond i s i s s ued to
to s i gn the c ontract, the
ensure the owner that a l l
owner may retain the bond or the c ontract documents
wages and bi l l s f or materi al
c hec k a s l i quidated P e rformance bond l a st f or
wi l l be paid upon c ompl etion
damages. Its amount e qual the period of c onstruction of
of the project
to 5 2 0 of the amount of the a project. Its amount 2 5 5 0
bid 1 0 0 of the c ontract,

WARRANTIES
They are guarantees by the contractor that specific components of the project will be
free from defects due to materials or workmanship for a specified warranty period.
They cover specific items, such as a roofing warranty or an equipment warranty that
are part of the construction project.
The type of warranty and warranty periods are defined in the written specifications of
the contract documents.

LECTURE BREAK
PLEASE BE BACK
AFTER 5 MINUTES

LECTURE BREAK

PROJECT ORGANIZATION?
T h e p r o j e ct o r g a n i z a t i on i s t h e s t r u ct u re
o f t h e p r o j ect . I t ' s cr e a ted s e p a ra tel y,
w i t h s p e ci a l i s ts a n d w o r kers f r o m
va r i o u s d e p a r t men t s. T h e se p e r so n nel
w o r k u n d e r t h e p r o j ect m a n a g e r. P r o ject
o r g a n i z a t i on i s a p r o ce ss . I t p r ov i d e s t h e
a r ra n g emen t fo r d e ci s i o n s o n h o w t o
r e a l i ze a pr o j e ct.
Source: PMBOK, PMI

PROJECT STRUCTURE
• Owner’s option, subject to procurement and other regulations
• Should provide incentives to meet owner’s objectives
• Determines owner’s level of control and oversight

PROJECT STRUCTURE
• Experience, involvement level of owner
• Objectives cost, quality
• Relationship between owner and engineer/architect
• P references of engineer/architect
• M anaging the interests of involved parties

TRADITIONAL CONTRACT AGREEMENT
OWNER ENGINEER/ARCHITECT
GENERAL CONTRACTOR
SUB. CONTRACTOR
WORKER WORKER WORKER

SEPARATE CONSTRUCTION ARRANGEMENT (CPM)
OWNER ENGINEER/ARCHITECT
SUB. CONTRACTOR

DESIGN BUILD
OWNER
ENGINEER/ARCHITECT - GENERAL CONTRACTOR
SUB. CONTRACTOR

PROJECT MANAGEMENT
Project management is
“the application of
knowledge, skills, tools
and techniques to project
activities to meet project
requirements.”*
Source: PMBOK, PMI

THE TRIPLE CONSTRAINT
• Every project is constrained in different ways by

its:
– Scope goals: What work will be done?
– Time goals: How long should it take to

complete?
– Cost goals: What should it cost?

PROJECT MANAGEMENT
Project Management involves:
❑ Managing competing demands on Scope, Time, Cost and Quality

attributes.
❑ Managing Stakeholders with differing needs and expectations.
❑ Managing identified requirements.

PROJECT MANAGEMENT

PROJECT MANAGEMENT – KNOWLEDGE AREAS
• Integration Management
• Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management
• Communications Management
• Risk Management
• Procurement Management

PROJECT STAKEHOLDERS
Stakeholders are the people involved in or affected by project activities.

• Stakeholders include:
– Project sponsor
– Project manager
– Project team
– Support staff
– Customers
– Users
– Suppliers
– Opponents to the project

Knowledge areas describe the key competencies that project managers

must develop.
– Four core knowledge areas lead to specific project

objectives (scope, time, cost, and quality).
– Four facilitating knowledge areas are the means through
which the project objectives are achieved (human resources,
communication, risk, and procurement management).
– One knowledge area (project integration management)
affects and is affected by all of the other knowledge areas.
– All knowledge areas are important!

Many organizations support an emerging business strategy of project

portfolio management:
– Organizations group and manage projects as a portfolio of investments

that contribute to the entire enterprise’s success.

ROLE OF PROJECT MANAGERS
• Job descriptions vary, but most include responsibilities such as planning,

scheduling, coordinating, and working with people to achieve project
goals.
• Remember that 97 percent of successful projects were led by

experienced project managers.

SUGGESTED SKILLS OF PM
Project managers need both “hard” and “soft” skills.
– Hard skills include product knowledge and knowing how to use various
project management tools and techniques.
– Soft skills include being able to work with various types of people.

PROJECT MANAGEMENT OFFICE
A PMO is an organizational group responsible for coordinating the project

management function throughout an organization.
Possible goals include:

– Collect, organize, and integrate project data for the entire
organization.
– Develop and maintain templates for project documents.
– Develop or coordinate training in various project management
topics.
– Develop and provide a formal career path for project managers.
– Provide project management consulting services.
– Provide a structure to house project managers while they are
acting in those roles or are between projects.

PROJECT MANAGEMENT TOOLS AND EQUIPMENT
Project management tools and techniques assist project managers and

their teams in various aspects of project management
• Some specific ones include

– Project Charter and WBS (scope)
– Gantt charts, PERT charts, critical path analysis, critical chain
scheduling (time)
– Cost estimates and earned value management chart (cost)

PROJECT CHARTER - WORK BREAKDOWN GANT T CHART - A bar

The project charter identifies STRUCTURE - is the chart of schedule
the key stakeholder list. It process of subdividing information where activities
may also contain information project deliverables and are listed on the vertical
about the roles and project work into smaller, axis, dates are shown on the
responsibilities of the more manageable horizontal axis, and activity
stakeholders. components. The key benefit durations are shown as
of this process is that it horizontal bars placed
provides a framework of according to start and finish
what has to be delivered. dates.

CRITICAL PATH COST ESTIMATES - are EARNED VALUE

METHOD - A method used general ly e xpres s ed i n units of ANALYSIS - Earned value
s ome c urrency ( i.e., dol l ars,
to estimate the minimum analysis compares the
euros, yen, etc.), a lthough i n
project duration and performance measurement
s ome i nstance s other units of
determine the amount of baseline to the actual
measure, s uch a s s taf f hours or
schedule flexibility on the s taf f days, are used to f a c i l i tate schedule and cost
logical network paths within c ompari sons by e l iminating the performance.
the schedule model. e f f e cts of c urrency f l uctuations.

WORK BREAKDOWN STRUCTURE

PERT – PROGRAM EVALUATION REVIEW TECHNIQUE

EARNED VALUE ANALYSIS/CHART

PROJECT LIFE CYCLE
is a collection of project phases that defines:
– W h a t w o r k w i l l b e p e r fo r m e d i n e a c h p h a s e .
– W h a t d e l i v e ra b l e s w i l l b e p r o d u c e d a n d
when.
– W h o i s i nv o l v e d i n e a c h p h a s e .
– H o w m a n a g e m e n t w i l l c o n t r o l a n d a p p r ov e
work produced in each phase.
Source: PMBOK, PMI

PROCESS
A process is a series of actions directed toward a particular result.
• Project management can be viewed as a number of interlinked

processes.
• The project management process groups include:

– Initiating processes
– Planning processes
– Executing processes
– Monitoring and controlling processes
– Closing processes

PROCESS

LECTURE BREAK
PLEASE BE BACK
AFTER 10 MINUTES

Our ultimate
QUIZ goal!
MA R 6 , 2 0 2 3
PHINMA UPANG – CMPM REVIEW SESSION 20XX 73

QUIZ
1
The Agile software development life cycle is the The waterfall model is a classical model used in system
structured series of stages that a product goes through development life cycle to create a system with a linear
as it moves from beginning to end. It contains six and sequential approach. It is termed as waterfall
phases: concept, inception, iteration, release, because the model develops systematically from one
maintenance, and retirement. phase to another in a downward fashion.

QUIZ
2

QUIZ
3

QUIZ
4

QUIZ
5

QUIZ
6
6000
5000 5000
PV – PLANNED VALUE
AC – ACTUAL VALUE 4000 4000
EV – EARNED VALUE 3000 3000
2000
1000
0 0
PROJECT PROJECT
PHINMA UPANG – CMPM REVIEW SESSION PV AC EV

MAR 2023 79
QUIZ
7

QUIZ
8

QUIZ
9

QUIZ
10

QUIZ
11

QUIZ
12

QUIZ
13
2000
1500
1000 PV
AC
500
0
PROJECT PROJECT

QUIZ
14
KEYWORD IS WBS.

QUIZ
15

Thank you
E N G R . M I S A E L L . C A M P O S A N O , J R |
M I S A E L C A M P O S A N O @ G M A I L . C O M

CMPM-UPANG-1

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CONSTRUCTION

• REGISTERED CIVIL ENGINEER, 2017

• TECHNICAL OPERATIONS MANAGER, CALASIAO WATER COMPANY, INC. 2021-PRESENT

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 2

PHINA UPANG – CMPM REVIEW SESSION MAR 2023 4

• CONTRACTS AND SPECIFICATIONS

• PROJECT MANAGEMENT OFFICE

• PM TOOLS AND TECHNIQUES

• PROJECT LIFE CYCLE & PROCESS

Presentation title MAR 2023 5

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023

▪ Unique product, service, or result. Projects are undertaken to fulfill objectives by

▪ Projects drive change. Projects drive change in organizations. From a business

Source: PMBOK, PMI

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 7

PROJECT PROGRAM PORTFOLIO

Source: PMBOK, PMI

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 8

Source: Construction Management, Max Fajardo

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023

For a contract to be Offer and acceptance

Proper subject matter

Source: Construction Management, Max Fajardo

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 10

To enter into a contract, a party must be in

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 11

When parties agree, it is understood that

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 12

Terms should be clear in order that an

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 13

Parties to participate in the contract must

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 14

Contracts are economic exchanges;

PHINMA UPANG – CMPM REVIEW SESSION MAR 2023 15

1. THERE MUST BE AN OFFER - There must be an offer and an

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4. THERE MUST BE LEGAL PURPOSE - This simply means that

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It means the set of drawings that form a part of the legal

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1. EXCAVATION, FILLING AND GRADING 11. ALUMINMUM GLASS AND WINDOWS

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It is a change in the contract documents during the bidding

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It is an addition or subtraction to a base bid price for

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It is issued by the designer but signed by the owner and

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LUMPSUMP COST PLUS FEE GUARANTEED UNIT PRICE

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This is the most common type of contract. The construction

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This contract provides payment for the contractor including

COST PLUS FEE

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This contract is the same as the cost – plus – free contract

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This contract is used when the cost cannot be determined

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Without specific terms and conditions, duly notarized

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