Traditionally many Contractors (and even Employers) see following the contract or being contractual as a very negative. The NEC3 suite of contracts command a different approach and this session will explore the benefits of being contractual, and how it will help both Parties to manage their project and understand exactly where they both are in terms of liability throughout their project. A key aspect of this is approach to the management of regular revised programmes, which compared to other forms of contract have a much higher contractual significance under NEC3.
This was a presentation delivered by Dr Jon Broome, chair of the APM Contracts and Procurements specific interest group (SIG), on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Presentation to the Institute of Demolition Engineers' conference in March 2019 by Sarah Fox of 500 Words Ltd on managing risks and changes under the NEC4 ECC contract.
For more information on using contracts to safeguard your business without annoying your clients, go to www.500words.co.uk/blog.
This was a presentation delivered by Dr Jon Broome, chair of the APM Contracts and Procurements specific interest group (SIG), on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Presentation to the Institute of Demolition Engineers' conference in March 2019 by Sarah Fox of 500 Words Ltd on managing risks and changes under the NEC4 ECC contract.
For more information on using contracts to safeguard your business without annoying your clients, go to www.500words.co.uk/blog.
NEC4 overview: key changes and impacts - Birmingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
NEC4: The good, the bad, and the ugly
Part 1: Contract strategy changes webinar
Tuesday 14 November 2017
APM Contracts and Procurement Specific Interest Group (SIG)
presented by Dr Jon Broome
hosted by John Lake
APM Contracts and Procurement SIG previous Chair and Chair respectively
Planning and Project Controls under NEC4 – the choice isn’t yours! by "Glenn ...Project Controls Expo
Planning and Project Controls under NEC4 – the choice isn’t yours! by Glenn Hide - Director for GMH Planning Ltd, UK
Hezron Ricketts - Senior Manager, Senior Counsel to the Board for Th3rd Curve, UK at at Project Controls Expo 2017, Arsenal Stadium, London
Training Slides of Claims and Counterclaims Preparation, Analysis, Assessment and Successful Settlement of Disputes , discussing the importance of Claims and Counterclaims.
Some Key-Points:
- The Framework of Compliance
- Corporate Governance
- Compliance Program
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
APM webinar sponsored by the Thames Valley Branch on 12 August 2021.
The basics of risk allocation within the NEC contracts and the NEC's simple and effective methods for 'early warning'. This is one process in NEC that you need to get working well on your contract. The session gives the basics and some tips for making it work. This session was held on 12 August 2021.
Speaker:
Richard Patterson, NEC4 drafter and Procurement & NEC Specialist at Mott MacDonald
https://youtu.be/OG0dZCrprz0
https://www.apm.org.uk/news/nec-contracts-the-risk-registerearly-warning-register-and-risk-allocation-and-management-webinar/
Construction Contracts: Basics of Contracts and Contract AdministrationGerald R. (Jerry) Genge
The CCDC 2 Stipulated Price Contract is the "go to" document for construction contracts. Learn the basic components and roles of eth parties to the contract.
This was a presentation delivered by Robert Langley, partner and head of the construction and engineering team at Muckle LLP, on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
NEC4 overview: key changes and impacts - Birmingham, September 2017Browne Jacobson LLP
This seminar looked at changes to the NEC structure, changes in approach following the change to the structure, and the introduction of two new contracts to the suite.
NEC4: The good, the bad, and the ugly
Part 1: Contract strategy changes webinar
Tuesday 14 November 2017
APM Contracts and Procurement Specific Interest Group (SIG)
presented by Dr Jon Broome
hosted by John Lake
APM Contracts and Procurement SIG previous Chair and Chair respectively
Planning and Project Controls under NEC4 – the choice isn’t yours! by "Glenn ...Project Controls Expo
Planning and Project Controls under NEC4 – the choice isn’t yours! by Glenn Hide - Director for GMH Planning Ltd, UK
Hezron Ricketts - Senior Manager, Senior Counsel to the Board for Th3rd Curve, UK at at Project Controls Expo 2017, Arsenal Stadium, London
Training Slides of Claims and Counterclaims Preparation, Analysis, Assessment and Successful Settlement of Disputes , discussing the importance of Claims and Counterclaims.
Some Key-Points:
- The Framework of Compliance
- Corporate Governance
- Compliance Program
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
APM webinar sponsored by the Thames Valley Branch on 12 August 2021.
The basics of risk allocation within the NEC contracts and the NEC's simple and effective methods for 'early warning'. This is one process in NEC that you need to get working well on your contract. The session gives the basics and some tips for making it work. This session was held on 12 August 2021.
Speaker:
Richard Patterson, NEC4 drafter and Procurement & NEC Specialist at Mott MacDonald
https://youtu.be/OG0dZCrprz0
https://www.apm.org.uk/news/nec-contracts-the-risk-registerearly-warning-register-and-risk-allocation-and-management-webinar/
Construction Contracts: Basics of Contracts and Contract AdministrationGerald R. (Jerry) Genge
The CCDC 2 Stipulated Price Contract is the "go to" document for construction contracts. Learn the basic components and roles of eth parties to the contract.
This was a presentation delivered by Robert Langley, partner and head of the construction and engineering team at Muckle LLP, on Tuesday 7th October. The event was organised and hosted by the APM North East branch and was entitled 'Project contracts and how they support collaborative working'. It was held at the Radisson Blu hotel in Durham.
Project Controls Expo Thursday 10th Nov 2011 - "The Key Role of the NEC Progr...Project Controls Expo
Summary
• Role of programme within NEC contract is significantly heightened – and hence the role of the planner
• Contract actually helps the planning function as it is enforcing the normal day to day processes that the planner and the business should be wanting to initiate
• Everyone on the project needs to be using the programme – not just the planner
• TRANSPARENCY – do what ever it takes to present and produce information that makes things clear and unambiguous
• Work in real time – each programme is a “line in the sand” as to what has happened and what is projected at a single point in time
• Keep on top of EW + CE’s and associated time affects
• Consider training to reinforce understanding of the contract
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
The importance of 3 Core NEC Time Clauses when submitting a programme.docxMy own
Programme Acceptance
It is important to first explain the key differences in Programme Acceptance between NEC3 and NEC4 Contract Types.
As covered in our past article, within NEC3 in the absence of a Project Manager’s response, the contract provided that the programme was simply ‘not accepted’, putting all the risk onto the Contractor in allowing the Project Manager to to withhold 25% of the price of work done to date if the Contractor does not provide a programme in accordance with Cl.31.
Within NEC4 the position is improved and the contract includes a provision whereby in the absence of a Project Manager’s response to the submitted programme within two weeks, the Contractor can serve notice of a further week. After this, if there is still no response then the contractor’s programme is ‘deemed accepted’ under the contract.
Advanced Training for Construction Management: CONTRACTS MANAGEMENT part1Antonio Coladarce
PART 1 is dedicated to an overview of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 2 also
GCCC contracts experience to date 08'03'11cmcgoverntobin
Presentation by Ciaran McGovern - Operations Director, TOBIN to Engineers Ireland (Thomond / West Region)
8th March, 2011
Presentation title: GCCC Contracts Experience to date:
A review of the operation of the GCCC Contracts on Civil Engineering projects
National Grids Project Controls Journey – past, present and futureProject Controls Expo
National Grids Project Controls Journey – past, present and future By, Tim Fenemore - Head of Project Controls for National Grid, UK
Sanjay Lodhia - Head of Governance & Assurance for National Grid, UK
Tony Abiad - Head of Estimating & Cost for National Grid, UK
Balancing burdens of proof in dispute avoidance and resolution by "Ari Isaacs...Project Controls Expo
Balancing burdens of proof in dispute avoidance and resolution by "Ari Isaacs - Founder and CEO for ShapeDo, Israel" at Project Controls Expo 2017, Arsenal Stadium, London
Managing Changes on a Capital Programme by "Iain Cameron - Technical Director...Project Controls Expo
Managing Changes on a Capital Programme by "Iain Cameron - Technical Director for LogiKal Projects, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Managing the risk of change by "Simon White - Risk Management Consultant for ...Project Controls Expo
Managing the risk of change by "Simon White - Risk Management Consultant for Trigo White Ltd, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Economic Value Chains - costing the impact of risk by "Colin Sandall - Senior...Project Controls Expo
Economic Value Chains - costing the impact of risk by "Colin Sandall - Senior Consultant for QinetiQ, UK" & "Peter Tart - Senior Consultant for QinetiQ, UK at Project Controls Expo 2017, Arsenal Stadium, London
What makes a good plan, and how do you know you’ve got one? by "Paul Kidston ...Project Controls Expo
What makes a good plan, and how do you know you’ve got one? by "Paul Kidston - Director of Project Controls for Costain Group PLC, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Next Generation Planning for Mega Projects by "Dr. Dan Patterson - CEO and Fo...Project Controls Expo
Next Generation Planning for Mega Projects by "Dr. Dan Patterson - CEO and Founder for Basis PM, Texas, USA" at Project Controls Expo 2017, Arsenal Stadium, London
Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Direc...Project Controls Expo
Governance: An Enabler? by " Ian Beaumont - Delivery Partner Programme Director for WSP, UK" & "Danny Vaughan - Head of Metrolink for TfGM, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Governance and the art of decision making on Crossrail by "Walter Macharg - H...Project Controls Expo
Governance and the art of decision making on Crossrail by "Walter Macharg - Head of Change Control and Cost Assurance for Crossrail, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Adding Value through the Lower Thames Crossing project by "Iain Minns - Partn...Project Controls Expo
Adding Value through the Lower Thames Crossing project by "Iain Minns - Partner, UK Head of Programme & Project Controls for Arcadis, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Governance and Assurance for Nationally Significant Infrastructure Projects b...Project Controls Expo
Governance and Assurance for Nationally Significant Infrastructure Projects by "Terri Harrington"- Sponsorship Director - Complex Infrastructure Programme (CIP) for Highways England, UK at Project Controls Expo 2017, Arsenal Stadium, London
A review of whether interdependency exists in effective Project Control Metho...Project Controls Expo
A review of whether interdependency exists in effective Project Control Methods and project performance by "Michael Halliday" Director for HKA, UK at Project Controls Expo 2017, Arsenal Stadium, London
A Source of Project Cost Integration by "David Hurren - Technical Director fo...Project Controls Expo
A Source of Project Cost Integration by "David Hurren - Technical Director for RPCuk, UK Marie Trembacki - Associate Director for Faithful+Gould, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Programmatic Controls Approach to; Fast track Disaster Recovery by "Saurabh B...Project Controls Expo
Programmatic Controls Approach to; Fast track Disaster Recovery by "Saurabh Bhandari - Technical Principal - Project & Programme Controls for Mott MacDonald, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Enterprise Scheduling and Risk Management at Los Angeles Metro by "Julie Owen...Project Controls Expo
Enterprise Scheduling and Risk Management at Los Angeles Metro by "Julie Owen - DEO Program Management for LA Metro, Los Angeles" at Project Controls Expo 2017, Arsenal Stadium, London
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
Announcement of 18th IEEE International Conference on Software Testing, Verif...
Project Controls Expo, 18th Nov 2014 - "NEC3 Contracts – Managing Risk and Change" By Glenn Hide
1. Copyright @ 2011. All rights reserved
NEC3 Contracts – Managing Risk
and Change
Project Controls Expo – 18th Nov 2014
Emirates Stadium, London
2. Copyright @ 2011. All rights reserved
About the Speaker
• Director of BuiltIntelligence
• BI provide training, consultancy,
resources to the construction
industry
• Presented at various national
conferences
• Number of industry published
articles on NEC3 and programme
management
4. Risk at tender stage takes various forms - Contractor
needs to ascertain risk their risks by reading the
contract that they are signing up to:
• Contract makes it clear what risks are the
Employers under the contract
• Clause 80.1 Employers risks
• clause 60.1 – 19 items that would be
compensation events
• Additional Employer’s risks identified in contract
data part 1
• Z clause amendments could alter risk profile
• 2ndry options that have/have not been included
• Contract data includes a place to identify risks to
be included in the Risk Register, but these do not
(and should not) allocate who’s risk they are
5. NEC Risk Register is not same as traditional
“risk registers”
• often see “risk registers” included within a
tender document or signed contract
• these (attempt) to allocate “risk”, often
contrary to what the contract says.
• e.g. state weather is Contractor risk, yet they
leave in 60.1(13), or say ground conditions are
Contractor risk and yet leave in 60.1(12)
• the contract should identify whose risks are
whose either by the wording of the contract
or by the content of the Works Information
6. • NEC3 Risk Register is different from
other traditional risk registers you may
have used
• Not produced until post contract award
• Traditional risk registers included within
the contract attempt to allocate risk –
which potentially creates ambiguities
8. 8
16.1
Contractor and Project Manager have a duty to
notify each other as soon as they become aware of
a matter which could
–increase the total of the Prices
–delay Completion,
–delay meeting a Key Date or
–impair the performance of the works in use
16.2
potential instruction to attend risk reduction meeting
9. 9
Intent of Risk Reduction meeting is for all those who
attend to :
• consider if the risk(s) is really likely to happen
• if the risk(s) can be avoided altogether or at least
minimised
• come up with solutions to the problem without
worrying/focusing upon about associated liability
• deciding actions as to who/when will move the matter(s)
forward
• Project Manager responsibility to update and re-issue
the Risk Register in terms of items closed out, and who’s
required to take what action
This should be considered a collaborative operational
tool, not a commercial tool
10. Risk Register is a defined term:
• Risk Register is a register of the risks
which are listed in the contract data, and
• risks which the Project Manager or
Contractor has notified as an early warning
matter.
• It should include a description of the risk
and a description of the action to be taken
to avoid or reduce the risk.
14. Clause 31 – The programme
31.2 - Items to be shown on the programme include:
• starting date/ access dates/ Completion Date/ Key Dates
(sectional completion)
• planned Completion
ECC Section 3 – Time
15. Start Float
Activity A 0w
Activity B 0w
Activity C 0w
Activity D 0w
Activity E 0w
Activity F 5w
Activity G 5w
Activity H 5w
planned Completion 0w
Completion Date 0w
0 2 4 6 8 10 12 14w
4w
3w
3w
3w
3w
3w
4w
5w float
16. Start Float
Activity A 0w
Activity B 0w
Activity C 0w
Activity D 0w
Activity E 0w
Activity F 5w
Activity G 5w
Activity H 5w
planned Completion 0w
Completion Date 0w
0 2 4 6 8 10 12 14w
4w
3w
3w
3w
3w
3w
4w
CE’s
Acceleration
17. Start Float
Activity A 0w
Activity B 0w
Activity C 0w
Activity D 0w
Activity E 0w
Activity F 5w
Activity G 5w
Activity H 5w
planned Completion 0w
Completion Date 0w
0 2 4 6 8 10 12 14w
4w
3w
3w
3w
3w
3w
4w
ANYTHING
18. Start Float
Activity A 0w
Activity B 0w
Activity C 0w
Activity D 0w
Activity E 0w
Activity F 5w
Activity G 5w
Activity H 5w
planned Completion 0w
Completion Date 0w
0 2 4 6 8 10 12 14w
4w
3w
3w
3w
3w
3w
4w
19. Start Float
Activity A 0w
Activity B -1w
Activity C -1w
Activity D -1w
Activity E -1w
Activity F 5w
Activity G 4w
Activity H 4w
planned Completion 0w
Completion Date 0w
0 2 4 6 8 10 12 14
5w
3w
4w
3w
3w
3w
4w
1w
Accepted Programme
20. Start Float
Activity A 0w
Activity B 0w
Activity C 0w
Activity D 0w
Activity E 0w
Activity F 5w
Activity G 5w
Activity H 5w
planned Completion 0w
Completion Date 0w
0 2 4 6 8 10 12 14w
4w
3w
3w
3w
3w
3w
4w
21. Start Float
Activity A 1w
Activity B 1w
Activity C 1w
Activity D 1w
Activity E 1w
Activity F 5w
Activity G 6w
Activity H 6w
planned Completion 1w
Completion Date 0w
0 2 4 6 8 10 12 14w
3w
3w
2w
3w
3w
4w
3w
1w
Accepted Programme
22. Clause 31 – The programme
31.2 - Items to be shown on the programme include:
• starting date/access dates/Completion Date/Key Dates
• planned Completion
• order and timing of operations to Provide the Works
• float
• time risk allowances
• health and safety requirements
• Plant & Materials from Employer
• acceptances
• information from Others
• statements of how the Contractor plans to do the work
identifying principal equipment and resources
23. Reasons for not accepting a programme
Under clause 31.3 there are only four reasons not to accept a
programme:
• The Contractor’s plans which it shows are not practicable
• It does not show the information which this contract requires
• It does not represent the Contractor’s plans realistically or
• It does not comply with the Works Information
Project Manager has up to two weeks in which to accept or not
accept the programme.
If the Project Manager fails to respond it is a CE under 60.1(6), or if
does not accept for reason stated in contract is a CE under 60.1(9)
Acceptance of a programme by the Project Manager is not a
pre-condition to the Contractor proceeding with the work
24. 24
Revised programme (32)
• Shows
– the actual progress achieved on each operation
and its effect upon the timing of the remaining
work
– implemented compensation events
– how the Contractor plans to deal with any delays
– other changes the Contractor proposes to make
• How frequent?
– on instruction by Project Manager
– when Contractor chooses
– interval stated in Contract Data (32.2)
25.
26. Initial Programme Sanction
• 50.3 - 25% of PWDD retained if
no 1st accepted programme in
place
Subsequent Programme Sanctions
• 64.1 – Project Manager can make
their own assessment of all
compensation events
Sanctions of non-acceptance
29. Compensation Events
• matters that occur that are not the Contractor’s risk under the
contract (and needn't have priced for)
• for it to be a compensation event it has to comply to a reason
within the contract i.e. clause 60.1
• assessment should always consider both time and cost but may
be neither
• Contractor should include risk for cost and time within their
assessment for risk which has a significant chance of occurring
and is their risk under the contract (63.6)
• 63.1 emphasises that it should be forecast defined cost when
assessing a CE from the point at which the Project Manager
requested/should have requested a quotation – i.e. not simply
actual cost if you have done the work before quote agreed.
30. 30
Clause 60.1 The following are compensation events
(1) the Project Manager gives an instruction changing the Works
Information (except value engineering/accepting a defect)
(2) the Employer does not allow access to and use of part of the
Site by the later of its access date and the date shown on the
Accepted Programme.
(3) the Employer does not provide something which he is to
provide by the date for providing it shown on the Accepted
Programme.
(6) the Project Manager does not reply to a communication
(9) the Project Manager withholds acceptance for a reason not
stated in the contract
(12) unforeseen physical conditions
(13) weather – 1 in 10 year event…
(19) an event stops the Contractor from completing the works…
31. .
PM Assessment/Reply
(accept/not accept )
Notification of CE – by PM or C 8 Week time bar - for
certain CE’s (61.3)
PM Decision <1 Week
Instruct quote(61.1) Should EW have
been given? (61.5)
C issues quote <3 Week
<2 Week
Deemed acceptance after two
weeks from Contractor
advising no decision received
Deemed acceptance after two
weeks from Contractor
advising no decision received
PM assessment (if required)
Implementation
FINALITY
Unless include PM assumptions
which have been affected Time/cost freeze
Deemed acceptance after two
weeks from Contractor
advising no decision received
<3 Week
PM to state if any
assumptions to be used(61.6)
Can issue proposed
instructions(61.2) or alternative
quotes (62.1)