3. CONTRACT ADMINISTRATION
Why Set Up a System?
â˘âŻ Owners are less likely to pay for
changes and claims
â˘âŻ Most contractors lose valid claims by
failure to
â˘âŻ comply with Contract
â˘âŻ appropriately document claim
4. CONTRACT ADMINISTRATION
Setting up a Contract Administration System
ď⯠Read and understand the contract.
ď⯠Identify the risks for the project.
ď⯠Rank the risks to add to 100.
ď⯠Who is responsible for the risk and why?
ď⯠What is the Recovery/Entitlement
Theory?
5. CONTRACT ADMINISTRATION
Setting up a Contract Administration System
ď⯠What evidence and procedures are
necessary for success?
ď⯠Design the physical system and files.
ď⯠Staffing for Contract Administration.
ď⯠Review and re-evaluate risk allocation
and redesign system as necessary.
ď⯠Audit Contract Administration System.
7. CONTRACT ADMINISTRATION
Identify and Rank The Project Risk
(Steps 2 & 3)
â˘âŻ Brainstorm and list risks
â˘âŻ Prioritize by most likely and most
impact
11. CONTRACT ADMINISTRATION
Who is Responsible for Risk?
(Steps 2 & 3)
â˘âŻ Understand Contract and Law
â˘âŻ Could be:
â˘âŻ Owner
â˘âŻ Contractor
â˘âŻ 3rd parties
â˘âŻ No one
12. CONTRACT ADMINISTRATION
Entitlement Clauses Categories
â˘âŻ Extra Work
â˘âŻ Significant Changes in Character of
Work;
â˘âŻ Differing Site Conditions; and
â˘âŻ Suspension of Work
14. CONTRACT ADMINISTRATION
Differing Site Conditions Checklist
1. Does the clause include the type of
condition encountered?
2.⯠Do the conditions differ materially from
those indicated in the contract
documents or those ordinarily
encountered?
3. Did the contractor make a reasonable
site investigation as required by the
contract?
15. CONTRACT ADMINISTRATION
Differing Site Conditions Checklist
4.⯠Does clause allow Contractor to
recover impact costs?
5.⯠Did the contractor notify the owner/
engineer prior to disturbing the
conditions?
6. Have the conditions encountered
increased the contractorâs costs in
performing the work or time required
to complete the work?
16. CONTRACT ADMINISTRATION
Delays Checklist
1. Does the Suspension of Work Clause
cover both owner-directed suspensions
and constructive suspensions of work?
2.⯠Is there a âNo Damage for Delayâ
Clause in the contract?
3. Was the delay the contractor
encountered foreseeable?
17. CONTRACT ADMINISTRATION
Delays Checklist
4. Was the delay the contractor
encountered unreasonable?
5.⯠Did the delay/disruption increase the
time necessary to perform the work?
6. Did the contractor comply with the
notice requirements of the contract?
7. Did the contractor comply with the
schedule update requirements of the
contract?
26. CONTRACT ADMINISTRATION
Evidence to Prove Entitlement (Step 6)
â˘âŻ Documentation is a
critical component of
Contract
Administration
â˘âŻ To be effective and to
be admissible in
evidence events must
be recorded as they
occur
32. CONTRACT ADMINISTRATION
Daily Site Diary/Report
Important to Include:
â˘âŻ Planned v. actual quantities (production)
â˘âŻ Location of work
â˘âŻ Description of work performed
â˘âŻ Production - If low should describe
reasons
33. CONTRACT ADMINISTRATION
Daily Site Diary/Report
â˘âŻ Describes major events of day
â˘âŻ Accomplishments, problems
â˘âŻ Equipment, mancount
â˘âŻ Should also summarize daily site diaries
37. CONTRACT ADMINISTRATION
Videos and Photographs
â˘âŻ Picture is worth 1000 words
â˘âŻ Video and digital photographs
â˘âŻ Include:
ââŻDiffering site conditions
ââŻDesign defects
ââŻReduce productivity
38. CONTRACT ADMINISTRATION
Correspondence
â˘âŻ Correspondence becomes the ârecordâ of
what happened on the project
â˘âŻ From a partnering standpoint do not want
to get into a letter writing campaign
â˘âŻ However, ownerâs accusations should be
answered
40. CONTRACT ADMINISTRATION
Quantifying Increased Costs and Time
â˘âŻ The primary materials necessary to
quantify increased costs and time:
ââŻContract
ââŻCost Reports
ââŻSchedule
ââŻDocumentation supporting Reports and
Schedule
41. CONTRACT ADMINISTRATION
Increased costs may consist of the
direct cost to perform changed work
and/or the result of disruption to
resources.
Direct Cost Impact Cost
to Perform of Performing
Changed Work Unchanged Work
Increased Costs
43. CONTRACT ADMINISTRATION
Checklist of Potential Additional Costs
ď⯠Home office overhead (general and
administrative expenses)
⯠Financing expenses
⯠Additional bond costs
⯠Extended builders risk insurance
coverage
44. CONTRACT ADMINISTRATION
âSimpleâ Request for Compensation
â˘âŻ The âsimpleâ request for compensation for
changed work:
ââŻA single event
ââŻOccurring over a reasonably defined
period of time
ââŻInvolving known resources and no
impact
45. CONTRACT ADMINISTRATION
âComplexâ Requests for Compensation
â˘âŻ âComplexâ requests for compensation
consist of one or more event that
significantly impact unchanged work
â˘âŻ The complex request for compensation
involves the analysis of the effect of the
event on the resources committed to
perform both the changed and unchanged
work
46. CONTRACT ADMINISTRATION
âComplexâ Requests for Compensation
â˘âŻ The Contractor should separate the cost
to perform the changed work from the
increased cost incurred to perform
unchanged work
47. CONTRACT ADMINISTRATION
Identifying Complex Issues
â˘âŻ When changed work impacts unchanged
work, the following cost and time elements
must be considered:
ââŻDirect costs
ââŻDisruption
ââŻDelay
48. CONTRACT ADMINISTRATION
Identifying Complex Issues
â˘âŻ When changed work impacts unchanged
work, the following cost and time elements
must be considered:
ââŻMitigation costs
ââŻDelayed Impact - A combination of any
of the above
50. CONTRACT ADMINISTRATION
Disruption
â˘âŻ Disruption includes lost productivity, which
may result from:
ââŻLearning curve fluctuations
ââŻChange of sequence
ââŻChange of means and methods
ââŻChange of time of performance (i.e.
winter)
51. CONTRACT ADMINISTRATION
Crew Productivity
â˘âŻ In construction, a crew performs at
maximum efficiency when each member
performs the task assigned consistent with
the plan for the entire crew
â˘âŻ The more often a crew is disrupted, the less
likely the crew will ever achieve the high
degree of productivity normally expected in
a smooth learning curve
52. CONTRACT ADMINISTRATION
Crew Productivity
â˘âŻ The âripple effectâ
ââŻA single event results in disruption and
delay which spreads to other activities
ââŻMultiple events result in disruption and
delays which can build on each other
53. CONTRACT ADMINISTRATION
Time, Space and Ordered Sequence
â˘âŻ The âripple effectâ
ââŻIf any of the activities delayed or
disrupted are on the critical path,
completion of the entire project will be
delayed
ââŻIf not, then the only effect will be the
extra time and cost of having the crew
and equipment on the job
54. CONTRACT ADMINISTRATION
Measuring Impact of Productivity
â˘âŻ Best Proof - measured mile same project
â˘âŻ Second best - productivity on similar work
â˘âŻ Next - expert witnesses
â˘âŻ Last - trade association manuals
55. CONTRACT ADMINISTRATION
Schedules to Prove Delays
â˘âŻ No proof of the information used to
prepare schedule
â˘âŻ Errors in technical logic
â˘âŻ Incomplete schedules
â˘âŻ Overlooking procurement of critical
materials
56. CONTRACT ADMINISTRATION
Schedules to Prove Delays
â˘âŻ Failure to consider:
ââŻphysical restraints
ââŻweather restraints
ââŻresources
ââŻeconomics of the sequencing
ââŻuncertainty and risk in establishing
durations
57. CONTRACT ADMINISTRATION
Schedules to Prove Delays
â˘âŻ Schedule Deficiencies
ââŻSchedule does not âtie inâ to the
anticipated means and methods and/or
estimate
ââŻLogic intentionally deviates from the
manner in which the contractor intends
to build the project
ââŻElimination of float by increasing
durations
58. CONTRACT ADMINISTRATION
Schedules to Prove Delays
â˘âŻ Schedule Deficiencies
ââŻUnrealistic productivity of durations
ââŻThe schedule submitted to the owner
was not used to build the project
59. CONTRACT ADMINISTRATION
Schedules to Prove Delays
â˘âŻ Today, contract clauses and cases require
contemporaneous analysis
â˘âŻ Time Impact Analysis (TIA) most
frequently used
â˘âŻ Idea is to take a âstop-actionâ picture after
the delay and determine the extent of
delay
60. CONTRACT ADMINISTRATION
Cause and Effect
â˘âŻ The more specific we can get in identifying
the cause and effect of each event, the
more likely we will be able to convince the
owner we have been impacted
61. CONTRACT ADMINISTRATION
Cause and Effect
Questions
â˘âŻ How can you show the time and cost
impact of changes and other events?
â˘âŻ How can you show that you added
engineers and supervisors because of
events for which owner is responsible?