This document provides guidance and best practices for contractors to follow when changes, claims, or disputes arise on a construction project. It discusses the importance of early problem identification, proper contract and document management, tracking costs, communicating between project and finance teams, and reducing legal fees.
The document outlines scenarios that may occur on a project and offers recommendations. It advises getting any changes in writing signed by the owner to support potential claims. Contractors are warned not to proceed with extra work without proper documentation and should reserve their rights when signing payment documents. Overall, the presentation stresses the need for contractors to follow their contract terms and manage documentation closely to preserve their ability to pursue payment for changes that impact their work.
The document provides an overview of omissions in construction contracts, including FIDIC contracts, and remedies for breach of contract due to improper omissions. It discusses how variation clauses typically allow for genuine omissions of work no longer required, but not to omit work and assign it to another contractor without express terms. Case law establishes contractors are entitled to loss of profit damages for improper omissions. The conclusion reiterates that contractors should have the opportunity to perform all contracted work, and omissions to assign work to others requires clear contractual terms or else the contractor can claim loss of profits.
A Case Study based on FIDIC and PAM Form 2006Melvin Lim
The document discusses the essential requirements for formation of a contract based on a question regarding whether Jolly and Can-do concluded a binding contract. It provides details on tenders as offers, qualifications in tenders, acceptance of tenders, letters of intent, essential terms, and letters of award. It also discusses a relevant case law supporting the position that a contract can be formed when a contractor begins work even if no formal contract is signed.
The document discusses the determination of a contractor's own employment under Clause 26 of the PAM 2006 contract. It outlines the different scenarios where a contractor may determine their own employment, including if the employer fails to pay certified amounts, interferes with certificates, fails to appoint a new consultant, or suspends works for an extended period. The procedure for determination involves issuing a notice of default, and if not rectified, a notice of determination within specified timeframes. The contractor must then vacate the site and submit a final account. The document also discusses rights and remedies after determination, as well as additional scenarios covered in tutorial questions.
The document discusses various types of delays that can occur in construction projects and their classifications. It provides examples of:
1) Excusable delays such as labor disputes, fires, and unavoidable delays that are beyond the contractor's control.
2) Non-excusable delays like ordinary weather, subcontractor delays, and failures by the contractor to properly manage the site.
3) Compensable delays caused by unforeseen issues like transportation delays beyond the contractor's control.
It also discusses the differences between critical and non-critical delays as well as concurrent delays caused by multiple parties. The key takeaway is that excusable, non-critical, and concurrent delays may provide grounds for claims for
Construction Law - Presentation - Construction Contractual ClaimsYee Len Wan
1. A contractual claim arises when a party invokes specific provisions or implied conditions of the contract to support their entitlement. In construction contracts, parties can pursue rights relating to time and cost implications.
2. Variation claims arise when valid variation orders are issued by the architect within the scope of their authority under the contract conditions. A successful variation claim requires a valid variation order from the architect with express or implied promise of payment for the work.
3. The architect's power to issue variation orders is limited to the scope of work. Variation orders that contradict the contract terms or exceed the architect's authority are not valid. If a contractor performs unauthorized extra work, there is no obligation for the employer to pay
FIDIC forms are standard forms of contract published by FIDIC that are commonly used for international construction projects. The key forms discussed in the document are the Red Book for civil engineering works, Yellow Book for E&M works, and newer forms from 1999 including construction, plant & design-build, and EPC contracts.
The document then provides a detailed overview of key clauses in the FIDIC Construction Contract, covering topics like the roles of employer and engineer, requirements for the contractor, payments, variations, defects liability, and termination procedures. It explains administrative processes and rights/obligations of the different parties under the contract.
Time management in fidic red book 2017(prmg080 project)mohamed Ismail
The document discusses time management under the FIDIC Red Book 2017 construction contract. It outlines the key project parties, including the engineer, employer, and contractor. It then examines various time-related clauses such as the time for completion, commencement and delays, extensions of time, suspension, resumption of work, and delay damages. The payment process and typical payment events are also summarized. Finally, the document reviews FIDIC's dispute resolution provisions, including the process for claims, references to the dispute adjudication board, and potential arbitration.
This document discusses construction delays and extensions of time under standard construction contracts. It defines different categories of delays including those caused by the contractor, employer, and third parties. For contractor-caused delays, the contractor is not entitled to an extension of time or reimbursement for losses. For employer-caused delays, the contractor can claim an extension of time and reimbursement for losses. The document outlines the procedure for applying for an extension of time and the principles for granting one. It also discusses implications of granting or not granting extensions of time, such as liquidated damages and time becoming at large.
The document provides an overview of omissions in construction contracts, including FIDIC contracts, and remedies for breach of contract due to improper omissions. It discusses how variation clauses typically allow for genuine omissions of work no longer required, but not to omit work and assign it to another contractor without express terms. Case law establishes contractors are entitled to loss of profit damages for improper omissions. The conclusion reiterates that contractors should have the opportunity to perform all contracted work, and omissions to assign work to others requires clear contractual terms or else the contractor can claim loss of profits.
A Case Study based on FIDIC and PAM Form 2006Melvin Lim
The document discusses the essential requirements for formation of a contract based on a question regarding whether Jolly and Can-do concluded a binding contract. It provides details on tenders as offers, qualifications in tenders, acceptance of tenders, letters of intent, essential terms, and letters of award. It also discusses a relevant case law supporting the position that a contract can be formed when a contractor begins work even if no formal contract is signed.
The document discusses the determination of a contractor's own employment under Clause 26 of the PAM 2006 contract. It outlines the different scenarios where a contractor may determine their own employment, including if the employer fails to pay certified amounts, interferes with certificates, fails to appoint a new consultant, or suspends works for an extended period. The procedure for determination involves issuing a notice of default, and if not rectified, a notice of determination within specified timeframes. The contractor must then vacate the site and submit a final account. The document also discusses rights and remedies after determination, as well as additional scenarios covered in tutorial questions.
The document discusses various types of delays that can occur in construction projects and their classifications. It provides examples of:
1) Excusable delays such as labor disputes, fires, and unavoidable delays that are beyond the contractor's control.
2) Non-excusable delays like ordinary weather, subcontractor delays, and failures by the contractor to properly manage the site.
3) Compensable delays caused by unforeseen issues like transportation delays beyond the contractor's control.
It also discusses the differences between critical and non-critical delays as well as concurrent delays caused by multiple parties. The key takeaway is that excusable, non-critical, and concurrent delays may provide grounds for claims for
Construction Law - Presentation - Construction Contractual ClaimsYee Len Wan
1. A contractual claim arises when a party invokes specific provisions or implied conditions of the contract to support their entitlement. In construction contracts, parties can pursue rights relating to time and cost implications.
2. Variation claims arise when valid variation orders are issued by the architect within the scope of their authority under the contract conditions. A successful variation claim requires a valid variation order from the architect with express or implied promise of payment for the work.
3. The architect's power to issue variation orders is limited to the scope of work. Variation orders that contradict the contract terms or exceed the architect's authority are not valid. If a contractor performs unauthorized extra work, there is no obligation for the employer to pay
FIDIC forms are standard forms of contract published by FIDIC that are commonly used for international construction projects. The key forms discussed in the document are the Red Book for civil engineering works, Yellow Book for E&M works, and newer forms from 1999 including construction, plant & design-build, and EPC contracts.
The document then provides a detailed overview of key clauses in the FIDIC Construction Contract, covering topics like the roles of employer and engineer, requirements for the contractor, payments, variations, defects liability, and termination procedures. It explains administrative processes and rights/obligations of the different parties under the contract.
Time management in fidic red book 2017(prmg080 project)mohamed Ismail
The document discusses time management under the FIDIC Red Book 2017 construction contract. It outlines the key project parties, including the engineer, employer, and contractor. It then examines various time-related clauses such as the time for completion, commencement and delays, extensions of time, suspension, resumption of work, and delay damages. The payment process and typical payment events are also summarized. Finally, the document reviews FIDIC's dispute resolution provisions, including the process for claims, references to the dispute adjudication board, and potential arbitration.
This document discusses construction delays and extensions of time under standard construction contracts. It defines different categories of delays including those caused by the contractor, employer, and third parties. For contractor-caused delays, the contractor is not entitled to an extension of time or reimbursement for losses. For employer-caused delays, the contractor can claim an extension of time and reimbursement for losses. The document outlines the procedure for applying for an extension of time and the principles for granting one. It also discusses implications of granting or not granting extensions of time, such as liquidated damages and time becoming at large.
The document discusses several questions related to construction contract delays. It defines concurrent delays as multiple delay events occurring simultaneously and impacting a project's completion date. It also explains that a contractor is typically entitled to an extension of time but not necessarily compensation for loss and expenses if delays are caused by both the employer and contractor, depending on the specific contract terms and whether employer delays were dominant.
The document discusses extension of time (EOT) provisions under various construction contracts including PAM 2006, JKR Standard Form of Contract PWD 203A 2007, and FIDIC contracts. It explains that under these contracts, the contractor is entitled to EOT for delays caused by relevant events specified in the contracts. However, the contractor must submit a written notice and application with supporting details within the timelines specified, usually 28 days, to be eligible for an EOT. While the superintending officer can grant EOT retrospectively under certain conditions, failure to submit a timely application means the contractor is not entitled to EOT.
Nuts and bolts of builders liens (Independent Contractors and Businesses Asso...SHKLaw
This document provides an overview of builders liens in British Columbia. It defines what a builders lien is and explains that it creates a registered claim for payment of services or materials supplied for improvements to lands. It also outlines who can file a builders lien, the timeframe to file, what constitutes substantial completion of a project, how to enforce a lien through a lawsuit, and an owner's options to discharge a lien through posting security or paying the lienholder. The document discusses holdback amounts that owners must retain and the ability to file a separate lien against holdback funds. It notes some limitations of liens and considerations for determining whether to file one.
Clause 14.2 Advance Payment-Understanding Clauses in FIDIC ‘Conditions of Con...Divyanshu Dayal
•Advance payment is an interest free loan to the contractor.
•Advance payment is only paid on fulfillment of certain conditions as stipulated in the clause on receipt of a statement of an interim payment, advance guarantee and performance security.
•Advance guarantee shall remain valid until the advance payment has not been completely repaid. This repayment is done through proportional deduction in the contract price or as stipulated in the particular conditions of the contract.
•Advance payment is also linked with taking over certificate, termination of the contract and force majeure.
This document summarizes key points from a lecture on construction law relating to payments:
1. There can be inconsistencies between the terms of a main contract and subcontract that cause legal issues. For example, if a main contract allows dismissing a subcontractor for delay but the subcontract does not, as in Chandler Brothers Ltd v Boswell.
2. While subcontractors have no direct privity with the employer, employers can require collateral warranties from subcontractors to establish recourse for defects. For example, in Shanklin Pier Lt v Detel Products regarding a defective paint system.
3. Employers nominate specialized subcontractors for control and time savings, but main contractors can
Clause 14.1 The Contract Price- Understanding Clauses in FIDIC ‘Conditions of...Divyanshu Dayal
•Contract Price is an agreed amount or lump sum amount for the design, execution and completion of the works, remedying of defects and adjustments.
•The Contract Price is inclusive of all taxes, duties and fees and adjusted as per changes in legislation.
•The Contract Price is linked with variation, legislation, access to site, delay damages, provisional sum, costs, unforeseeable difficulties, employer’s risk etc.
- Advance payments are made to contractors before work is completed to help cover startup costs. They include mobilization advances for materials, plants, and machinery.
- Risks are involved, so measures like guarantees are taken. Advances must be used for the work and recovered early.
- Mobilization advances may be given in installments before work starts against guarantees. Plant advances require verification and hypothecation to the employer.
- Secured advances are given for materials brought on site. Interim bills are considered advances against work done to be adjusted from later bills.
The document discusses various issues that commonly arise in construction contracts in Nebraska. It covers topics such as defining the scope of work, different methods of pricing contracts, potential problems with boilerplate contract language, and "killer" contract provisions to watch out for like no damages for delays clauses. It also examines negotiation of contracts, pre-contract meetings, dispute resolution processes, and other clauses involving scheduling, coordination, liquidated damages, and more.
This seminar was part of the Bar Council practical construction law series presented by the Construction Law Committee to practitioners. It covers the topic of payments and common issues arising in the construction industry.
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
The document discusses the requirements for a successful construction contract claim and the main reasons disputes arise on construction projects. It outlines six key requirements: 1) timely notice of potential claims, 2) determining factual details, 3) establishing legal entitlement, 4) proving causation, 5) accurately calculating damages, and 6) effective negotiation. Common causes of disputes include changes, delays, poor documentation, scheduling errors, and incomplete contracts. The most frequent claim types are changes claims, delay claims, extra work claims, and contractual non-compliance issues. Proper contract administration and documentation can help minimize disputes.
The document discusses various types of claims that can arise in construction contracts, including contractual claims, extra contractual claims, quantum merit claims, ex-gratia claims, and counter claims. It emphasizes the importance of properly preparing and presenting claims by outlining the burden of proof, establishing the legal basis, and providing supporting evidence and facts. Claims must be substantiated with documentation like correspondence, meeting records, site diaries, programs and payment records.
This document discusses time-bar clauses in standard construction contracts. It begins with an introduction that defines time-bar clauses and notes their increasing use. It then outlines the purposes of time-bar clauses such as alerting employers to claims and allowing for timely evaluation. The document reviews general legal principles around time-bar clauses from relevant case law. It examines the effectiveness of time-bar clauses in contracts like FIDIC and discusses requirements for notices of claims and record keeping. The role of the quantity surveyor is also mentioned.
Professional Practice II - Presentation - Construction Delays & EOTYee Len Wan
The document discusses construction delays, extensions of time, and relevant clauses from PAM 2018. It outlines three categories of delay - contractor, employer, and natural events - and the implications of each. The contractor is entitled to an extension of time and compensation for delays caused by the employer or natural events, but not for self-inflicted delays. The document also describes the process for applying for an extension of time, including required notices and timelines, as well as the architect's role in assessing and granting or rejecting applications. Concurrent delays that involve both contractor and employer contributions are also addressed.
This document discusses site possession in construction contracts. It begins by defining site and possession. It then discusses the contractor's right to enter the site and occupy it from the date of possession until completion. The contractor must be given reasonable possession of the site to carry out the works. The document outlines the process for site possession, including the letter of acceptance, fixing the date for possession, and the contractor's obligations after taking possession. It also discusses delays in giving possession, the contractor's options, and conditions that must be met before commencing work such as providing insurance documents. Overall, the document provides an overview of site possession procedures and the contractor and employer's obligations regarding possession of the construction site.
A clear, impartial guide to Dilapidations For use in England and Wales.
This guide provides information for tenants and landlords on things to consider when dealing with a dilapidations claim made by a landlord at or near the end of the lease term. It focuses on the basics of the dilapidations process only and
does not deal specifically with leases which end because of the exercising of a break clause.
The document discusses the determination of a contractor's employment by the employer according to the PAM 2006 contract clauses. It defines determination as bringing an end to the contractor's employment under a particular contract. It outlines the situations where the employer can determine the contractor's employment, such as failure to commence works or failure to comply with architect's instructions. It also describes when a contractor will be automatically determined, such as becoming insolvent. The document details the procedures for determination, including issuing a notice of default and notice of determination. It discusses the duties of both the contractor and employer after a determination.
This document discusses different types of variations that may occur under an FIDIC 1999 Redbook construction contract. It outlines engineer/employer-initiated variations such as additional works, omissions, and acceleration orders. It also discusses contractor-initiated variations and other categories like re-measured contracts and errors in design. The document examines how variations are valued and paid for and how they impact the time for completion and consequences under UAE civil code.
It is critically important to review and "manage" your contract provisions when dealing with a Change Order or potential differing site condition claim on the project.
Karen Palecek is a co-managing member of Palecek & Palecek PLLC with over 26 years of experience in construction law and litigation. She represents specialty contractors, suppliers, general contractors and owners. Her practice focuses on all aspects of construction law including contract review, liens, claims, litigation and appeals. The presentation discusses important considerations for bid proposals, contracts, project management, claims processes and collecting payment.
This document is a resume for Jiyoon Kim, who was born in Seoul, South Korea and is now a US citizen living in Closter, NJ. She received a Bachelor's of Humanities and Arts in Communication Design and History from Carnegie Mellon University, where she held teaching assistant and leadership positions. Her work experience includes website and branding design, illustration, and she has skills in graphic design, animation, and other design software.
The document discusses several questions related to construction contract delays. It defines concurrent delays as multiple delay events occurring simultaneously and impacting a project's completion date. It also explains that a contractor is typically entitled to an extension of time but not necessarily compensation for loss and expenses if delays are caused by both the employer and contractor, depending on the specific contract terms and whether employer delays were dominant.
The document discusses extension of time (EOT) provisions under various construction contracts including PAM 2006, JKR Standard Form of Contract PWD 203A 2007, and FIDIC contracts. It explains that under these contracts, the contractor is entitled to EOT for delays caused by relevant events specified in the contracts. However, the contractor must submit a written notice and application with supporting details within the timelines specified, usually 28 days, to be eligible for an EOT. While the superintending officer can grant EOT retrospectively under certain conditions, failure to submit a timely application means the contractor is not entitled to EOT.
Nuts and bolts of builders liens (Independent Contractors and Businesses Asso...SHKLaw
This document provides an overview of builders liens in British Columbia. It defines what a builders lien is and explains that it creates a registered claim for payment of services or materials supplied for improvements to lands. It also outlines who can file a builders lien, the timeframe to file, what constitutes substantial completion of a project, how to enforce a lien through a lawsuit, and an owner's options to discharge a lien through posting security or paying the lienholder. The document discusses holdback amounts that owners must retain and the ability to file a separate lien against holdback funds. It notes some limitations of liens and considerations for determining whether to file one.
Clause 14.2 Advance Payment-Understanding Clauses in FIDIC ‘Conditions of Con...Divyanshu Dayal
•Advance payment is an interest free loan to the contractor.
•Advance payment is only paid on fulfillment of certain conditions as stipulated in the clause on receipt of a statement of an interim payment, advance guarantee and performance security.
•Advance guarantee shall remain valid until the advance payment has not been completely repaid. This repayment is done through proportional deduction in the contract price or as stipulated in the particular conditions of the contract.
•Advance payment is also linked with taking over certificate, termination of the contract and force majeure.
This document summarizes key points from a lecture on construction law relating to payments:
1. There can be inconsistencies between the terms of a main contract and subcontract that cause legal issues. For example, if a main contract allows dismissing a subcontractor for delay but the subcontract does not, as in Chandler Brothers Ltd v Boswell.
2. While subcontractors have no direct privity with the employer, employers can require collateral warranties from subcontractors to establish recourse for defects. For example, in Shanklin Pier Lt v Detel Products regarding a defective paint system.
3. Employers nominate specialized subcontractors for control and time savings, but main contractors can
Clause 14.1 The Contract Price- Understanding Clauses in FIDIC ‘Conditions of...Divyanshu Dayal
•Contract Price is an agreed amount or lump sum amount for the design, execution and completion of the works, remedying of defects and adjustments.
•The Contract Price is inclusive of all taxes, duties and fees and adjusted as per changes in legislation.
•The Contract Price is linked with variation, legislation, access to site, delay damages, provisional sum, costs, unforeseeable difficulties, employer’s risk etc.
- Advance payments are made to contractors before work is completed to help cover startup costs. They include mobilization advances for materials, plants, and machinery.
- Risks are involved, so measures like guarantees are taken. Advances must be used for the work and recovered early.
- Mobilization advances may be given in installments before work starts against guarantees. Plant advances require verification and hypothecation to the employer.
- Secured advances are given for materials brought on site. Interim bills are considered advances against work done to be adjusted from later bills.
The document discusses various issues that commonly arise in construction contracts in Nebraska. It covers topics such as defining the scope of work, different methods of pricing contracts, potential problems with boilerplate contract language, and "killer" contract provisions to watch out for like no damages for delays clauses. It also examines negotiation of contracts, pre-contract meetings, dispute resolution processes, and other clauses involving scheduling, coordination, liquidated damages, and more.
This seminar was part of the Bar Council practical construction law series presented by the Construction Law Committee to practitioners. It covers the topic of payments and common issues arising in the construction industry.
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
The document discusses the requirements for a successful construction contract claim and the main reasons disputes arise on construction projects. It outlines six key requirements: 1) timely notice of potential claims, 2) determining factual details, 3) establishing legal entitlement, 4) proving causation, 5) accurately calculating damages, and 6) effective negotiation. Common causes of disputes include changes, delays, poor documentation, scheduling errors, and incomplete contracts. The most frequent claim types are changes claims, delay claims, extra work claims, and contractual non-compliance issues. Proper contract administration and documentation can help minimize disputes.
The document discusses various types of claims that can arise in construction contracts, including contractual claims, extra contractual claims, quantum merit claims, ex-gratia claims, and counter claims. It emphasizes the importance of properly preparing and presenting claims by outlining the burden of proof, establishing the legal basis, and providing supporting evidence and facts. Claims must be substantiated with documentation like correspondence, meeting records, site diaries, programs and payment records.
This document discusses time-bar clauses in standard construction contracts. It begins with an introduction that defines time-bar clauses and notes their increasing use. It then outlines the purposes of time-bar clauses such as alerting employers to claims and allowing for timely evaluation. The document reviews general legal principles around time-bar clauses from relevant case law. It examines the effectiveness of time-bar clauses in contracts like FIDIC and discusses requirements for notices of claims and record keeping. The role of the quantity surveyor is also mentioned.
Professional Practice II - Presentation - Construction Delays & EOTYee Len Wan
The document discusses construction delays, extensions of time, and relevant clauses from PAM 2018. It outlines three categories of delay - contractor, employer, and natural events - and the implications of each. The contractor is entitled to an extension of time and compensation for delays caused by the employer or natural events, but not for self-inflicted delays. The document also describes the process for applying for an extension of time, including required notices and timelines, as well as the architect's role in assessing and granting or rejecting applications. Concurrent delays that involve both contractor and employer contributions are also addressed.
This document discusses site possession in construction contracts. It begins by defining site and possession. It then discusses the contractor's right to enter the site and occupy it from the date of possession until completion. The contractor must be given reasonable possession of the site to carry out the works. The document outlines the process for site possession, including the letter of acceptance, fixing the date for possession, and the contractor's obligations after taking possession. It also discusses delays in giving possession, the contractor's options, and conditions that must be met before commencing work such as providing insurance documents. Overall, the document provides an overview of site possession procedures and the contractor and employer's obligations regarding possession of the construction site.
A clear, impartial guide to Dilapidations For use in England and Wales.
This guide provides information for tenants and landlords on things to consider when dealing with a dilapidations claim made by a landlord at or near the end of the lease term. It focuses on the basics of the dilapidations process only and
does not deal specifically with leases which end because of the exercising of a break clause.
The document discusses the determination of a contractor's employment by the employer according to the PAM 2006 contract clauses. It defines determination as bringing an end to the contractor's employment under a particular contract. It outlines the situations where the employer can determine the contractor's employment, such as failure to commence works or failure to comply with architect's instructions. It also describes when a contractor will be automatically determined, such as becoming insolvent. The document details the procedures for determination, including issuing a notice of default and notice of determination. It discusses the duties of both the contractor and employer after a determination.
This document discusses different types of variations that may occur under an FIDIC 1999 Redbook construction contract. It outlines engineer/employer-initiated variations such as additional works, omissions, and acceleration orders. It also discusses contractor-initiated variations and other categories like re-measured contracts and errors in design. The document examines how variations are valued and paid for and how they impact the time for completion and consequences under UAE civil code.
It is critically important to review and "manage" your contract provisions when dealing with a Change Order or potential differing site condition claim on the project.
Karen Palecek is a co-managing member of Palecek & Palecek PLLC with over 26 years of experience in construction law and litigation. She represents specialty contractors, suppliers, general contractors and owners. Her practice focuses on all aspects of construction law including contract review, liens, claims, litigation and appeals. The presentation discusses important considerations for bid proposals, contracts, project management, claims processes and collecting payment.
This document is a resume for Jiyoon Kim, who was born in Seoul, South Korea and is now a US citizen living in Closter, NJ. She received a Bachelor's of Humanities and Arts in Communication Design and History from Carnegie Mellon University, where she held teaching assistant and leadership positions. Her work experience includes website and branding design, illustration, and she has skills in graphic design, animation, and other design software.
A Trip to ICT and Society Series 1 : INFECTED! PART 1 ianpoblete13
This document discusses various types of malware including viruses, worms, Trojans, spyware, phishing, and spamming. It provides brief definitions and descriptions of each type. It notes that these security risks often come from the internet and advises keeping computers protected with anti-virus software. The document also mentions the "ILOVEYOU" computer worm from 2000 that infected over 50 million computers in 10 days and caused the Pentagon and British Parliament to shut down their email servers.
Este documento presenta los resultados de una encuesta realizada a 26 alumnos de 2o grado de la Escuela Telesecundaria 42 en Acayuca, Hidalgo. La encuesta identificó que los alumnos tienen dificultades con los esquemas, resúmenes y cuadros sinópticos. El documento propone trabajar la comprensión lectora y explicar diversos tipos de mapas conceptuales para ayudar a los alumnos a organizar y jerarquizar la información de manera más fácil. También presenta el caso de un alumno en particular
Este documento describe diferentes vistas y herramientas en PowerPoint para presentaciones. Incluye cambiar entre vistas normales y de diapositivas, usar el clasificador de diapositivas, zoom y áreas de notas, y dar presentaciones con diapositivas.
Ivan Pulido is a successful global finance executive with over 20 years of experience in investment banking, corporate banking, trade finance, private banking, and wealth management. He has originated over $50 million in credit facilities and managed a client portfolio over $100 million. Pulido co-founded several non-bank lending platforms focused on trade finance and private equity.
A Trip to ICT and Society Series 1 : INFECTED! PART 2ianpoblete13
This document discusses various types of malware and cyber threats including viruses, worms, Trojans, spyware, phishing, spoofing, and spamming. It defines each threat and how it infects or collects data from computers. It concludes by reminding the reader to protect themselves using antivirus software and to avoid copyright infringement.
El padre del hablante trabaja para una gran empresa multinacional que instala y mantiene líneas eléctricas en toda la isla para proporcionar electricidad a los hogares y negocios. La electricidad es el movimiento de electrones a través de cables de cobre, y puede producirse de varias formas como centrales de gas, solar, eólica e hidroeléctrica.
Este documento presenta la guía de trabajo para el curso de Metodología de la Investigación IV de las licenciaturas en Educación Preescolar y Educación Primaria para el Medio Indígena de la Universidad Pedagógica Nacional. La guía contiene la presentación, estructura, programa y metodología del curso. El objetivo general es que los estudiantes fundamenten teóricamente un problema de su práctica docente a partir del diagnóstico realizado en el curso anterior. La guía incluye tres unidades temáticas y lect
O documento discute as características e evolução dos meios de comunicação. Apresenta as diferenças entre cultura oral, tipográfica e eletrônica e como cada uma influencia a percepção e compreensão das mensagens. Também destaca que o meio utilizado faz parte integrante da mensagem transmitida.
Este documento describe el movimiento uniformemente acelerado, incluyendo las ecuaciones para velocidad, desplazamiento y área bajo la curva. También presenta problemas resueltos sobre distintas situaciones de movimiento acelerado y retardado, y un taller con más ejercicios.
El documento presenta una introducción a conceptos macroeconómicos clave como el sistema financiero, el crecimiento económico, los ciclos económicos, la inflación y el desempleo. Explica que la economía estudia estas variables y sus interacciones para comprender el funcionamiento de una economía nacional, aunque las predicciones son inciertas debido a la variedad de factores en juego.
The document discusses key concepts in operations management related to product and service design. It defines the product life cycle and describes how organizations develop new products and services to meet customer needs. It also explains how organizations define products through documents like engineering drawings, bills of materials, and work orders to support production.
Security concerns associated with cloud computing will always be present as implementations continue to rise and grow. Even though we’ve come a long way with cloud assisted services and applications, there are still some concerns and issues to overcome. And security is on top of them.
Here we have listed top 8 malicious data breaches in 2015. It is sad to see that no enterprise, big or small, is protected against the will of cybercriminals.
The document discusses contractor claims for loss and expense in construction contracts. It addresses two questions:
1) There is no automatic right to recover loss and expense just because an extension of time is granted. Claims for time extensions and loss/expense are evaluated separately.
2) For a loss and expense claim, the contractor must demonstrate how the regular work progress was materially affected based on reasons stated in the contract. The contractor provides initial notice within 28 days and full particulars within another 28 days, otherwise the claim is waived.
The document also lists six common reasons for claims, such as late instructions, work postponements, and variations. It describes six typical claim types like standing time for plants/labor
Standard form building contracts are commonly used for several reasons: they allow parties to understand their basic obligations upfront, provide consistent expectations, and allow contractors to price tenders precisely. Standard forms also provide precedent for resolving common issues.
Key contract documents include the articles of agreement, conditions of contract, drawings, bills of quantities, schedules of rates, and specifications. The articles of agreement contain key project details while the conditions regulate the parties' relationship and address events during construction. Drawings and bills of quantities describe the scope of work.
Payment provisions typically provide for progress payments certified by the architect or surveyor based on work valuations, with retention sums held back. Variations allow flexibility, though contractors may seek recovery
This document outlines an agreement for project management services for projects of indefinite scope and quantity. It includes 18 sections covering the scope of services, compensation, schedules, notices to proceed, and dispute resolution. Costs are addressed in exhibits detailing fee schedules and budgets for tasks like design, construction, and project controls. Schedules are managed through the fee schedule and service provider's schedule. Disputes are governed by Texas state law and both parties can terminate for cause or convenience with 10 days notice, with compensation for services performed to date in the event of non-fault termination.
1. Common problems with interim certificates include the act of issuance, under-valuation, under-certification, non-payment, and errors.
2. For an interim certificate to have legal effect, it must be signed, officially delivered to the contractor, and payment made within required timeframes. Failure to do so can result in a breach of duty or legal claims.
3. Disputes may arise over the certified sum, with contractors claiming under-valuation or under-certification. While employers cannot make deductions without cause, adjudication/arbitration are available to resolve valuation disputes.
Ohio Construction Seminar- "Dealing with One-Sided Public Contracts: Survivin...Kegler Brown Hill + Ritter
Many public owners are utilizing increasingly one-sided contract documents that restrict contractors' rights. Contractors bidding public work need to understand the legal and practical implications these pitfalls present for contractors working on public projects. The topics discussed will include, but are not limited to:
• Killer Clauses to Watch Out For
• Ways to Provide Notice & Preserve Rights
• The Fairness in Construction Contracting Act
• How to Protect Yourself Contractually
• Project Documentation Required
Construction claims, disputes and project closuresrinivas2036
This document discusses construction claims, disputes, and project closure. It begins by explaining that during project execution, issues often arise between parties that cannot be resolved, resulting in claims from contractors for time extensions or cost reimbursements. These claims can be settled amicably or become disputes if the owner does not agree. Common sources of claims include defects in contracts, site conditions differing from descriptions, scope changes, and payment delays. The document provides guidance on claim management, notification, substantiation, and resolution procedures. It also discusses mechanisms for dispute avoidance and resolution such as negotiation, mediation, arbitration, and their advantages over legal proceedings.
CCDC2 - A Focus on 3 Topics Using Case StudiesSamantha Ip
The document summarizes a presentation on changes, extras, and contract interpretation given by Samantha Ip at CCDC 2. It discusses when work constitutes an extra requiring a change order or change directive per the contract terms, and what factors courts consider when owners have not followed the written change requirements, using a case example called the "Kei-Ron story". The presentation emphasizes properly defining contract scope, addressing issues in writing to avoid disputes, and following the written change order process.
Contracts and Tenders
When two or more persons have common intention communicated to each other to create same obligation between them there is said to be an agreement. An agreement which is enforceable by law is a Contract.
A Tenders is called upon for executing certain specified work, or supplying specified materials; subjected to certain terms and conditions like rates, time limit, etc. It is an offer in written form: Legally speaking, it is an offer to receive an offer for the work, within the specified financial limits.
Check for more presentations at - www.archistudent.net
The document discusses claims and disputes in construction projects. It defines a claim as a request for payment or entitlements under the contract terms. Claims generally arise due to situations where a party has not fulfilled their contractual obligations. There are different types of claims such as those due to changes by the employer, delays, disruptions, defective specifications, and differing site conditions. Claims must have a basis in the contractual clauses or common law. Key contract clauses relate to areas like access to site, cooperation of parties, unforeseeable conditions, delays, testing, and taking over of works.
This document provides an overview of a training workshop on contracts and claims management. It discusses various types of construction claims such as delays, directed changes, differing site conditions, defective contract documents, and more. Guidelines are presented for effective claim resolution, including proper documentation and notification procedures. The objectives of the training are also listed, such as capacity building, claims prevention, and implementing strategic claim management practices.
The document discusses various types of claims that can arise in construction contracts, including contractual claims, ex-contractual claims, and common law claims. It provides details on negative claims, which contractors can submit to avoid payments like liquidated damages, and positive claims, which contractors can submit for additional payment. The document outlines factors to consider when originating, preparing, and presenting claims, such as referring to relevant documents, proving disruption, calculating prolongation costs, and including overhead and profit.
1. The document discusses how construction contracts address changes to the scope, schedule, or other aspects of a construction project.
2. It explains different types of change clauses that allow for flexibility but require documentation and approval of any changes.
3. The document also covers resolving disputes over changes, delays, site conditions, and other issues that can arise during a construction project.
Tips for effective administration of a construction contract and for reducing the risk of delay and change orders. Interplay between the contractors, the consultant and an owner.
This document discusses variation and claims management in construction projects. It defines variation as changes to the original project scope, and notes that variations are common and can impact costs and schedules. Claims refer to demands for compensation due to disagreements. The document outlines various causes of variation, such as design changes and owner requests. It also describes the types of variations and claims, and stresses the importance of clear claims processes. Finally, it discusses the stages of claims management, including prevention, mitigation, pursuit and resolution of claims at different project phases.
This document discusses various types of engineering contracts and their key terms and conditions. It begins by outlining the four main functions of engineering contracts: scope of work, period of performance, payment, and termination. It then describes different types of civil engineering contracts such as item rate, percentage rate, and lump sum contracts. Finally, it lists important contract terms and conditions like security deposits, compensation for delays, extensions, completion certificates, and measurements and payments.
The post-contract report summarizes adjustments that need to be made for the final account of an apartment project. It discusses how omitted items like an apartment entrance arch can be treated as a variation and valued. It also addresses how to assess a contractor's final account submission and price unpriced variations, like relocating an installed door based on day rates or adjusting excavation rates based on a significant change in quantity. The report provides an overview of elements to include in the project's final account, such as variations, remeasuring provisional quantities, and claims for additional expenses or losses.
This document discusses various types of construction contracts, including lump-sum, cost-plus percentage, cost-plus fixed fee, percentage rate, item rate, turnkey, cost-plus sliding scale of fees, negotiated, target, labor, joint venture, and BOT contracts. Each type is briefly defined and its key advantages and disadvantages are outlined. The document provides a high-level overview of common construction contracting methods.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
1. Preserving your Bottom Line:
When a Claim, Change, or Dispute Arises -
Common Problems and Practical Solutions
Presented to the
Mid-Atlantic Steel Fabricators Association
by George E. Pallas, Esquire
January 29, 2014
2. Session Talking Points
Early Problem Identification
Contract and Document Management
Methods for Capturing Costs
Methods for Associating Costs
Methods of Revenue Recognition
Recommendations for Reducing Legal Fees
Communications between Finance and Project Teams
2
3. Scenario 1
Owner and Contractor agree that a specific condition
was not contemplated by the Contract Documents.
Owner and Contractor agree that extra work is
required.
3
4. Scenario 1
The Owner verbally tells you to make the change but
not to worry about paperwork at this time because the
job is on a tight schedule.
Do you accept the direction and perform the change?
4
6. Scenario 1
What if it is a minor change that does not affect your
cost or the time to perform the work?
6
7. Minor Changes in Work
AIA A201-2007 §7.4 “Minor Changes in the Work”
The Architect will have the authority to order minor
changes in the Work not involving adjustment in the
Contract Sum or extension of the Contract Time and
not inconsistent with the intent of the Contract
Documents. Such changes shall be effective by
written order and shall be binding on the Owner and
Contractor. The Contractor shall carry out such written
orders promptly.
7
8. Scenario 1
Best Practice:
Demand a written directive to perform the minor
change, signed by the Owner, in accordance with the
provisions in the Contract Documents that govern
“Changes.”
Because a minor change does not involve change in
contract amount or time, there is no impact to job costs.
8
9. Scenario 1
What if the changed condition is not minor, but the
Contractor and Owner agree on the changes to the
Contract Price and Contract Time?
Do you proceed with the work before you receive the
signed Change Order?
9
10. Change Orders
AIA A201-2007 §7.2.1 “Change Orders”
A Change Order is a written instrument prepared by the
Architect and signed by the Owner, Contractor, and Architect,
stating their agreement upon all of the following:
.1 The change in the Work;
.2 The amount of the adjustment, if any, in
the Contract Sum; and
.3 The extent of the adjustment, if any, in the
Contract Time.
10
11. Scenario 1
Best Practice:
Wait for a signed Change Order.
Notify the Owner in writing of the changed condition.
Send a Change Order Request to the Owner.
Follow the Notice Provisions in the Contract.
11
12. Scenario 1
Review your Contract Documents to ensure that notification of the
changed condition is timely and contains all of the required
information.
Does the Contract require a specific solution with a detailed price estimate
and a time-impact analysis to the Project Schedule? Or, does the Contract
require a general notice with details to be provided in the future?
Is a Request for Information (RFI) sufficient? Although it identifies
differing conditions, an RFI is not the method to notify the Owner that your
Contract Price and Time will be affected by a changed condition.
If your Notice does not strictly follow the Contract Documents, then you
may waive your ability to request a change to your Contract.
12
13. Scenario 1
What if the Owner requires the Contractor to
immediately begin the changed work, but a Change
Order cannot be issued before the work begins?
13
14. Scenario 1
Best Practice:
Demand that the Owner provide you with a written
directive to proceed with the work under agreed-upon
terms.
Submit a Change Order Request that reflects the
agreed-upon terms.
14
15. Scenario 1
Remember:
Beware of waiving your Claims through the issuance of
Change Orders.
Once a Change Order is executed, the law assumes
that the Change Order accounts for all costs associated
with performing the extra work—including delay,
acceleration, and inefficiency claims.
15
16. Scenario 1
Sample Language to Preserve Rights to Bring a Claim:
As you know, our Change Order Request No. 3 contained a
notation that “the price quoted excluded all claims for delays,
disruption and inefficiency.” You have advised us that the Owner
and/or Architect will not process this Change Order Request with
that language included. As a consequence, XYZ Electric is
resubmitting Change Order Request No. 3 without that provision.
This letter is intended to place the Owner and Architect on notice
that XYZ Electric’s price for this Change Order excludes any and
all claims for delays, disruptions, and inefficiencies. XYZ Electric
reserves the right to submit a Claim for these costs at the end of
the Project.
16
17. Scenario 1
Ensure that your onsite Project staff transmits copies
of all Notices, Change Order Requests, and Change
Orders to your home office.
Why?
17
18. Scenario 1
To permit the home office to track and manage your
cost and time.
18
19. Scenario 1
Create new cost codes in your Cost Reports to separately
track all of the extra work.
Notify your onsite personnel that they must separately
track all of the extra work by utilizing the new cost codes.
Ensure that your scheduler creates a “placeholder” in your
schedule to track the impact of the extra work.
Consider utilizing internal, cost-loaded schedules that will
timely notify you if your line-item costs are out of
proportion to their allocated durations.
19
20. Scenario 1
Should a Contractor make changes on its own in
order to maintain the progress of the work, without
notifying the Owner?
No! Why not?
20
21. Scenario 1
Several reasons:
The Owner has been deprived of its ability to assess
the condition and implement different changes to
mitigate impact.
The Contractor may have waived its ability to seek
what otherwise would have been a valid Change Order
Request.
The Owner may suffer damages as a result of the
change. It may affect other trades’ work, or it may result
in other, unforeseen damages.
21
22. Scenario 1
What if a Change Order cannot timely be issued, and
the Owner refuses to issue a written directive to
proceed?
22
23. Scenario 1
You should not proceed with the work.
If you decide to proceed, then you must timely,
accurately, and fully document your position, and
provide notice in accordance with the Contract
Documents.
Provide as much detail as possible, and identify all of
the communications between you and the Owner.
Prepare and submit a Change Order Request in
accordance with the Contract Documents.
23
24. Scenario 1
What if a Change Order has not been issued by the
time you prepare your next Payment Application?
24
25. Scenario 1
You must identify the changed work on the Payment
Application by listing the COR, and include a copy
with the Payment Application.
Read any Release of Liens and/or Waivers that must
be submitted with the Payment Application.
25
26. Scenario 1
Many of these documents will contain a provision that
the Contractor waives all claims up to the date of the
Payment Application.
You cannot sign any Release of Liens and/or Waivers
without reserving your rights to claims for additional
payment and time, which includes pending Change
Orders, Change Order Requests, and all extra work
that you have performed.
26
27. Scenario 1
Include a statement on the Waiver forms that states the
Contractor does not waive, and specifically reserves, all
claims for additional compensation and additional time for
work performed for [insert the description here].
Include as much detail that would be necessary for a third
party to understand that you are reserving your rights for
money and time with respect to specific work.
What if the Owner rejects your additional language?
27
28. Scenario 1
Best Practice:
If you need to be paid, then you should sign the Waiver without
the additional statement, but you must transmit it with a
contemporaneous letter that states the Owner rejected your
change, but that you need to be paid, so you have signed the
Waiver but you reserve all of your rights.
In the letter, you should identify all of the Claims for which you are
reserving your rights.
The law is not clear whether this procedure will protect your rights
to payment. So, you should consult with your attorney.
28
29. 29
FROM:
(Subcontractor/Supplier)
TO: (Contractor)
PROJECT:
OWNER:
1) In consideration of the sum of $_____________ and other good and valuable consideration
described herein, the undersigned does hereby agree to a partial release of all claims,
Mechanic’s Lien Rights, Equitable Liens, Labor and Material Bond Rights resulting or arising
from labor and/or materials, subcontract work, equipment or other work, rentals, services or
supplies heretofore furnished by the undersigned in and for the construction, design,
improvement, alteration, additions to or repair of the above described project including but not
limited to any claims arising from delay, interference, inefficiency, acceleration or other
impacts incurred by the undersigned on the Project from the beginning of time to the date of
this release, except any claims related to the release of retainage to the undersigned. This
partial release is conditioned upon receipt of the payment set forth above.
Partial Release of Liens and Claims
30. 30
Partial Release of Liens and Claims
2) In further consideration of the payment made or to be made as above set forth, and to induce
__________________________ to make said payment, the undersigned agrees to defend and
hold harmless the owner, __________________________, the Construction Lender, if any, and
__________________________’s surety, if any, from any claim or claims hereinafter made by
the undersigned and/or its materials suppliers, subcontractors or employees, servants, agents or
assigns of such persons against the Project. The undersigned agrees to indemnify or reimburse
all persons so relying upon this release for any and all sums, including attorney’s fees and
costs, which may be incurred as the result of any such claims.
3) It is acknowledged that the designation of the above project constitutes an adequate description
of the property and improvements for which the undersigned has received consideration for this
release.
4) It is further warranted and represented that all such claims described in paragraph 1 above as
may be asserted against the undersigned or the undersigned’s subcontractors and/or material
suppliers’ have been paid or that arrangements, satisfactory to the owner and
__________________________ have been made for such payments.
31. 31
5) It is acknowledged that this release is for the benefit of and may be relied upon by the owner,
__________________________, any construction lender and any principal or surety on any
labor and material bond for the Project.
6) In addition to the foregoing, this instrument shall constitute a partial release of all debts, rights,
claims, damages and demands of the undersigned against __________________________,
__________________________’s surety, if any, and the owner, in law or in equity arising out of
or pertaining to the above referenced project to the extent described in paragraph 1 above.
Dated this _____day of ________, 200___.
FIRM:
BY:
TITLE:
STATE OF :SS
COUNTY OF :
The foregoing release was subscribed and sworn to me before this day of , 20__,by (as of .
(Notary Public)
My Commission Expires:
Partial Release of Liens and Claims
32. Scenario 2
The Owner and Contractor agree that a specific condition was not
contemplated by the Contract Documents, and that the Contractor
is required to perform extra work.
However, the Owner and Contractor do not agree on the change
to the Contract price and the Contract time.
32
33. Scenario 2
This is a common scenario on construction projects.
A change is required, but the Owner and Contractor
dispute the “value” of the extra work, and the time it
will take to perform the extra work.
What do you do in this instance?
33
34. Scenario 2
The Construction Change Directive (CCD) is the typical method
to address this situation.
The CCD is signed by the Owner, and directs the Contractor to
perform the extra work. The CCD leaves open the change in
Contract price and the Contract time.
As a result, most contracts direct the Contractor to separately
track its costs and time when performing the extra work directed
by a CCD.
34
35. Construction Change Directives
AIA A201-2007 §7.3.1 “Construction Change Directives”
A Constructive Change Directive is a written order prepared by
the Architect and signed by the Owner and Architect directing a
change in the Work and stating a proposed basis for adjustment, if
any, in the Contract Sum or Contract Time, or both. The Owner
may, by Constructive Change Directive, without invalidating the
Contract, order changes in the Work within the general scope of
the Contract consisting of additions, deletions or other revisions,
the Contract Sum and Contract Time being adjusted accordingly.
35
36. Scenario 2
Ensure that your home office is aware of the CCD,
and you have incorporated the necessary
“placeholders” in your Cost Reports and your
Schedule to account for the extra work that will be
performed under the CCD.
36
37. Scenario 2
Create new cost codes in your Cost Reports to
separately track all of the extra work performed under
the CCD.
Notify your onsite personnel that they must separately
track all of the extra work by utilizing the new cost
codes.
Ensure that your scheduler creates a “placeholder” in
your Schedule to track the impact of the extra work.
37
38. Scenario 2
Review your Contract Documents to ensure you
understand the costs that you are permitted to recoup
under the CCD.
Ensure that you are tracking all of the permitted
costs, and all of the impacts to the Project Schedule
that result from the CCD.
Do not sign the CCD. Why?
38
39. Scenario 2
If you sign a CCD, it may be interpreted as a Change
Order.
39
40. Scenario 2
When you estimate the time to perform the extra
work directed by a CCD or a Change Order, make
sure that you include the impact on the Project
Schedule.
Although the extra work might only take a few days to
perform, when it is “imported” into the Project
Schedule, it may have a greater impact.
As a result, make sure that your scheduler performs
a time-impact analysis of the extra work on the
Project Schedule.
40
41. Scenario 2
Remember: a critical path delay is only compensable
if it causes a delay to the Project completion. Your
time-impact analysis should identify whether the
critical path has been affected.
Many contracts require that the Contractor include an
analysis of the change on the Project’s critical path.
41
42. Scenario 2
If you do not ask for all of the time for which you are
entitled—including impacts to the Project’s critical
path—you may be bound to the time you requested.
Put another way, you may waive a Claim for
additional time caused by the extra work if it is not
included in your request.
42
43. Scenario 2
After the CCD has been issued, and you set up all of
the correct cost codes, how are you going to keep the
Owner updated on the progress of the work, and the
fact that you are incurring costs and time?
43
44. Scenario 2
Because many contracts require accurate tracking of
CCD-directed work, you should prepare daily Time-and-
Material (T&M) Tickets that accurately reflect the
manpower, time spent, tasks performed, supervision,
materials utilized, transportation costs, machinery and
equipment costs, and rental costs.
44
45. Scenario 2
The Owner or its Authorized Representative must
sign T&M Tickets.
Sometimes the Owner or its Authorized
Representative will “stamp” the T&M Ticket with a
statement that says something like they are only
signing to verify that the work was performed and
the materials were supplied, but they are not
signing to approve payment.
Do you care?
45
46. Scenario 2
No!
This is an acceptable practice, as long as they
sign the T&M Ticket.
Why? When the Owner signs the T&M Ticket, it
cannot later dispute the accuracy of the time spent
and materials that were utilized.
46
47. Scenario 2
What if the Owner or its Authorized Representative
refuses to sign the T&M Ticket?
47
48. Scenario 2
Ask why, and try to resolve the issue. It may be a
simple dispute over a quantity of materials, or labor
hours.
If it cannot be resolved, then make a note on the
T&M Ticket that they refused to sign.
48
49. Scenario 2
Once the daily T&M Ticket has been signed (or not),
what do you do next?
49
50. Scenario 2
Send them to your home office, where they will be compiled,
and the time and expenses will be accounted for in your Costs
Reports and Schedules.
On a daily basis (but no more than a weekly basis), the home
office should send them to the Owner with an accompanying
letter.
This way, the Owner is kept apprised of the progress of the
CCD, and has an opportunity to dispute the T&M Tickets.
If the Owner does not dispute the T&M Tickets, they “own” them.
50
51. Scenario 2
You should also prepare a Schedule Impact Analysis to
identify the impact that the CCD’s work had on the
Schedule, in order to “prove” and document the impact to
the Owner.
When the work is complete, you must submit all of your
supporting cost documents (including the T&M Tickets)
and the Schedule Impact Analysis to the Owner in the
form of a Change Order Request.
51
52. Scenario 2
What do you do if the Owner does not issue a Change
Order, or issues one for less money or time than what was
requested?
52
53. Scenario 2
Review the “Disputes” or “Claims” provisions of your
Contract and the Contract Documents.
You may need to immediately file a Claim in order to
preserve your rights.
53
54. Definition: Claim
AIA A201-2007 §15.1.1 “Definition”
A claim is a demand or assertion by one of the
parties seeking, as a matter of right, an adjustment or
interpretation of Contract terms, payment of money,
extension of time or other relief with respect to the
terms of the Contract.
54
55. Notice of Claims
AIA A201-2007 §15.1.2 “Notice of Claims”
Claims by either the Owner or Contractor must be initiated
by written notice to the other party and to the Initial
Decision Maker with a copy sent to the Architect, if the
Architect is not serving as the Initial Decision Maker. Claims
by either party must be initiated within 21 days after
occurrence of the event giving rise to such Claim or within
21 days after the claimant first recognizes the condition
giving rise to the Claim, whichever is later.
55
56. Scenario 2
Try to avoid Contracts that require you to provide notice
within a short period of time.
Try to avoid Contracts that require you to provide the full
amount and scope of the damages within a short period of
time.
Understand what the Prime Contract requires for Claims,
because you may be bound by those requirements.
56
57. Scenario 3
The Contractor believes that a specific condition was not
included in the Contract Documents, requiring it to perform extra
work. The Contractor believes it is entitled to a change to the
Contract Price and the Contract Time.
The Owner believes that the specific condition was included in
the Contract Documents, so the Owner demands that the
Contractor perform the work. The Owner will not agree to any
changes to the Contract Price or the Contract Time.
57
58. Scenario 3
This is a typical scenario that contractors face every
day: is the “extra work” included in the Contract
Documents, or not?
In this situation:
Will the Owner issue a Change Order?
Will the Owner issue a CCD?
58
61. Scenario 3
Send a letter to the Owner confirming your
conversation.
State that the Owner directed you to perform the
work, even though the work is not included in your
Contract.
State that you will perform the work under protest,
and that you will file a Claim.
61
62. Scenario 3
Unfortunately, in this scenario, there is little that the
Contractor can do except to initiate a Claim under the
“Disputes” or “Claims” provisions of the Contract.
62
63. Scenario 3
Review your Contract to ensure you provide timely
notice of your Claim and fulfill all other conditions to
file a Claim.
Strictly follow the Claims procedure in your Contract.
63
64. Scenario 3
Are you required to perform the disputed, extra work
while you are in the Claims process?
64
65. Scenario 3
Most Contracts contain a provision that requires
Contractors to continue to work while Claims are
being decided.
Review your Contract and the Contract Documents
for this provision.
65
66. Scenario 3
Best Practice:
In this situation, the better course of action is to
perform the work (if it is financially feasible), and
maintain complete and accurate records of the costs
and time to perform the extra work.
Why?
66
67. Scenario 3
If you do not perform the extra work, the Owner will
engage another Contractor to perform the work—
probably at a higher cost than what it would have cost
you to perform the work.
The Owner may commence a lawsuit (or arbitration)
against you for Breach of Contract to recover the
additional costs, which may include delay costs
associated with the time to engage another Contractor.
67
68. Scenario 3
You should track all of your costs and time—just as you
would if the Owner issued a CCD directing you to
perform the work. These will be important in the proof
of your Claim.
T&M Tickets
Job Costing
68
69. Why we don’t get paid for extra $ spent
CHANGE NOT RECOGNIZED AS CHANGE BY CONTRACTOR
Lack of Contractual Knowledge at the Field Level
Keeping the Peace in the Field
Incomplete knowledge of the scope of work
Incomplete knowledge of rights and responsibilities
Changes buried in the schedule (chasing the critical path)
ONLY PARTIAL RECOVERY OF CHANGE COSTS BY CONTRACTOR
Contractual change payment provisions
Inadequate schedule maintenance
Owner’s inability or unwillingness to make decisions (higher authority)
Inadequate cost control / tracking
Documentation
Contractors typically good at running work but not administering contracts
Just the facts. Creativity is dangerous in this environment.
NON-COMPLIANCE IN CHANGE RE-IMBURSEMENT PROCESS
Contractual notice provisions
Contractual cost calculations
Documentation
PARTIAL OR NON –REIMBURSEMENT OF CLAIMS
Notice provisions
Keeping the peace negotiations
Claims do not cost the front line owner reps anything. Defer to higher authority and sort it out later.
Negotiation transparency is dangerous
70. UPDATE JOB COST SYSTEMS
Once a change has been identified and the Client/Owner notified, the Project Team must contact their business unit Cost Analyst to create the cost code they
will use to track the change work. The following cost codes are to be used when tracking changes to the contract:
78 01 00 000 TIME & MATERIAL
This cost code would be used any time that the Client/Owner directs us to perform extra work and compensates us on a cost plus basis. This type of
agreement is commonly referred to as a Time and Material (T &M), Force Account or Cost Plus agreement. The labor, equipment and materials associated with
that work are tracked and verified on a daily basis. All T&M cost codes should be numbered sequentially beginning with 001, regardless of the Field Manager
performing the work. Risk Assessment: minimal payment risk; minimal performance risk
78 02 00 000 CHANGE ORDERS
This code would be used whenever an extra would be billed as a set amount, and this amount is either approved or the approval is pending. This cost code
must be used unless the actual costs of the change(s) cannot be segregated from the contract work.
Risk Assessment: minimal payment risk; moderate performance risk
78 03 00 000 CLAIMS
This code is used when entitlement for payment is in dispute. We must separate and track costs in order to substantiate future claims. The payment status at
the time of performing the work is undetermined. Risk Assessment: high payment risk; minimal performance risk
78 04 00000 NON-REIMBURSIBLE WORK
This code is used for work that has no budget. Perhaps the item was missed in the bid or an unforeseen condition arose. In either case, this code should only
be used to track work for which we have no payment entitlement from the Client/Owner. We must track costs in order to substantiate the negative impact that it
has on the project's profit. Risk Assessment: minimal payment risk; minimal performance risk
78 05 00 000 REWORK
This code is used to track work that was installed improperly and must be re-installed or repaired. The last three digits of the rework code must contain the ID
number of the Field Manager who originally performed the work (if they are at fault). We must track costs in order to substantiate the negative impact that it
has on the project's profit. Classifying rework also gives us the ability to identify negative trends.
Risk Assessment: minimal payment risk; minimal performance risk
71. George E. Pallas, Esquire
Partner
Cohen Seglias Pallas Greenhall & Furman PC
30 S. 17th
St., 19th
Floor
Philadelphia, PA 19103
gpallas@cohenseglias.com
215.564.1700
www.cohenseglias.com
71