Each project is different in the way field contracts are managed. Sometimes there is a dedicated contract administrator, other times it is a field engineer who has to manage the contract and still others it is the construction manager or the project manager. On a daily basis they have to make decisions to act or not to act. These decisions could materially affect the Contractor, the Owner, and others.
In the end, no matter who is managing the contract the same contract management activities apply and the field personnel require knowledge of these activities. Knowing these activities will go a long way in minimizing claims during the contract management process as well as lessening problems in the field.
LEARNING OBJECTIVES
This two day workshop will look at 16 different activities associated with managing a field contract. Each of the 16 activities is important to the whole effort of managing the contract. If you leave out one, the whole contract management effort falls apart.
WHO SHOULD ATTEND
This workshop will benefit those, in industry and government, who have to manage field contracts and whose job it is to prepare the contract documents. This would include field engineers, contract administrators, construction managers, project managers, project engineers, superintendents, procurement, consultants, and site personnel interfacing with contractors.
PREREQUISITE
Participants should already have some experience with preparing and administrating contracts.
MATERIALS
Each participant is provided with a comprehensive course binder including a copy of the presentation slides, case studies, exercises, and a copy of the general conditions of contract clauses discussed.
WHAT YOU WILL LEARN
Introduction
The Scope, Schedule, Budget, Resources relationship for projects
Project delivery systems and contract management
Contract Manager typical interfaces
Ethics When Dealing With Contractors
Why ethics are important to the Contract Manager
Ethical issues to be aware of
Unlawful activity
The importance of appearances
Exercise: The Case Of The Revised Technical Specification
What Is A Contract?
Define a contract
Know the purpose of a contract
Know the basic requirements for a contract
The Contract Package
General Conditions of Contract
Special Conditions of Contract
Pricing & Proposal Information
Technical Specifications
Drawings and Amendments
Relationships With Contractors
Responsibility & authority
Proper attitude
Proper relations
The Basis of Contract Administration
Knowing the questions to constantly ask
Knowing the basics of contract administration
Change orders and field work orders
Back charges
Turnover sequence chart
Reading the contract
Using the 80:20 rule
Common Causes Of Claims
Changes due to differing conditions
Delays, Disruptions, Interferences
Ripple or Impact Effect of changes
Breach of contract
Exercise: Dealing With Claims
The Bid Process
Request For Proposal and associated problems
Different types of proposals
Design Conditions and Standard Component List
Tender document
Unbalanced proposals
Exercise: Evaluating Unit Prices
Exercise: Premium Portion Of The Overtime Rate
Exercise: Handling Bid Questions
Bid Evaluation
Bidders list
Bidder pre-qualification
The bid package
Bid analysis
Responsibilities
Exercise: Handling Bid Questions
Documentation
Document requirements
Document types
Equipment checkout
Exercise: The Pickup Truck
Meetings
The advantages of meetings
The basic principles
The four standard site meetings
Exercise: Meetings
Reports
Daily activity reports
Daily activity report uses
Daily activity report contents
Schedule Importance
Schedule basics, terms, and schedule significance
Construction schedules
Contract administrators responsibility
Controlling the schedule
Progress Monitoring
Contract requirements
Monitoring techniques
S-Curves including baseline, target and actual
Earned Value Analysis
Exercise: Earned value Analysis
Safety
Contract requirements
Due Diligence
Cost of workplace injuries
Hazard recognition and identifying site hazards
Hazards and sources of energy
Procurement
The basics of procurement for works, goods, and consulting services
Freight terms and why they matter
Exercise: Sludge Pond
Exercise: The Case Of The Inquiring Bidder
Exercise: Purchase order vs contract
Interface Coordination and Project Completion
Interface responsibilities of the Contract Manager
On site activities
Meetings
Planning, mediating, interferences
Schedule and procurement coordination
Substantial and Final Completion
Project closeout
Wrap Up
Final discussions
Course Evaluations
COURSE INFO
Course ID: 1704
Course Level: Intermediate
Duration: 2 days
UPCOMING SESSIONS
Sessions not found.
PMI PDU BREAKDOWN
The following table provides the breakdown of the professional development units (PDUs) for this course aligned with the PMI Talent TriangleTM.
WoW
PS
BA
PMP
10
0
4
PgMP
10
0
4
PfMP
6
0
4
PMI-ACP
10
0
4
PMI-SP
2
0
4
PMI-RMP
2
0
4
PMI-PBA
10
0
4
The three columns in the above table are Ways of Working, Power Skills & Business Acumen.
Other Credits
Other professional (re)certification credits are available, including:
Certified Business Analyst Professionals (CBAPs) earn 14 CDUs (Category 2B)
Certified Software Quality Engineers (CSQEs) earn 2 RUs
CIPS Information Systems Professionals (ISPs) earn 14 Learning Credits
CIPS Information Technology Certified Professional (ITCPs) earn 14 Learning Credits
BOMI Real Property Administrators (RPAs) earn 14 CPD credits
The following table provides the breakdown of the professional development units (PDUs) for this course aligned with the PMI Talent TriangleTM.