Contract Administration: Triple Constraint Model
Contract Administration (EC305C)
(2013-14)
Assignment 1
Coursework Prepared for: Brian Price
27th February 2014
Contents
1.0 Professional Practice 2
2.0 Understanding the JCT IC Contract 2
3.0 Areas of conflict between the Contract Administrator and the Client 2
4.0 Difference in the relationship of the CA with the client and the contractor 5
5.0 Request for variation orders 6
6.0 The likely effects of the increase in the pit size 6
7.0 Data Warehouse Modelling 6
8.0 References 6
1.0 Professional Practice
RICS practice standards 2011 recommends to “avoid personal appointments” (contract administration. 2011) by referring to the CA as a professional practice. For this reason the Contract Administrator (CA) appointed for scenario two will be ‘Claret & Blue Ltd’ figure one illustrates claret and blues company logo.
Claret & Blue Ltd
Delivering projects on time, to budget and to the required quality
Figure 1 CA company logo.
2.0 Understanding the JCT IC Contract Brian Price (2014) insists that the CA must understand the relevant contractual provisions and know how to apply them to the specified contract. The Joint Contracts Tribunal (JCT) represents a wide selection of the construction industry (Taylor, J. 2008)
3.0 Areas of conflict between the Contract Administrator and the Client
As a consequence of the fragmentation of the construction industry, all projects will inevitably have disagreements (H.Y. Chong and M.Z. Rosli 2009, S.O. Cheung and T.W. Yiu 2007)
Firstly the fact that Professor A Biggs (client) “has no idea” of the role of the CA sets alarm bells for numerous potential areas of conflict, such as incorrect and unrealistic expectations of what the CA should do during the project. To mitigate these potential conflicts the CA should make it clear on appointment exactly what their role is under the JCT IC contract.
The following three objectives of good contract
(2013-14)
Assignment 1
Coursework Prepared for: Brian Price
27th February 2014
Contents
1.0 Professional Practice 2
2.0 Understanding the JCT IC Contract 2
3.0 Areas of conflict between the Contract Administrator and the Client 2
4.0 Difference in the relationship of the CA with the client and the contractor 5
5.0 Request for variation orders 6
6.0 The likely effects of the increase in the pit size 6
7.0 Data Warehouse Modelling 6
8.0 References 6
1.0 Professional Practice
RICS practice standards 2011 recommends to “avoid personal appointments” (contract administration. 2011) by referring to the CA as a professional practice. For this reason the Contract Administrator (CA) appointed for scenario two will be ‘Claret & Blue Ltd’ figure one illustrates claret and blues company logo.
Claret & Blue Ltd
Delivering projects on time, to budget and to the required quality
Figure 1 CA company logo.
2.0 Understanding the JCT IC Contract Brian Price (2014) insists that the CA must understand the relevant contractual provisions and know how to apply them to the specified contract. The Joint Contracts Tribunal (JCT) represents a wide selection of the construction industry (Taylor, J. 2008)
3.0 Areas of conflict between the Contract Administrator and the Client
As a consequence of the fragmentation of the construction industry, all projects will inevitably have disagreements (H.Y. Chong and M.Z. Rosli 2009, S.O. Cheung and T.W. Yiu 2007)
Firstly the fact that Professor A Biggs (client) “has no idea” of the role of the CA sets alarm bells for numerous potential areas of conflict, such as incorrect and unrealistic expectations of what the CA should do during the project. To mitigate these potential conflicts the CA should make it clear on appointment exactly what their role is under the JCT IC contract.
The following three objectives of good contract
References: Jctltd.co.uk. 2014. Category. [online] Available at: http://www.jctltd.co.uk/category/intermediate-building [Accessed: 19 Feb 2014]. Tutorialspoint.com. 2014. Project Management Triangle. [online] Available at: http://www.tutorialspoint.com/management_concepts/project_management_triangle.htm [Accessed: 26 Feb 2014]. Program Success. 2011. Scope, Time and Cost - Managing the Triple Constraint. [online] Available at: http://programsuccess.wordpress.com/2011/05/02/scope-time-and-cost-managing-the-triple-constraint/ [Accessed: 26 Feb 2014]. Keatingchambers.co.uk. 2014. Contract Administrators. [online] Available at: http://www.keatingchambers.co.uk/resources/publications/2006/contract_administrators.aspx [Accessed: 27 Feb 2014] Mcgarryassociates.com.au contract administration. 2011. RICS practice standards, 69 (1) K.W Sherman, S. N. (1996). Government Procurement Management.Germantown, MD: Worderafters Publications. Davison, B. and Sebastian, R. J. 2011. A DETAILED ANALYSIS OF THE RELATIONSHIP BETWEEN CONTRACT ADMINISTRATION PROBLEMS AND CONTRACT TYPE. Journal of Public Procurement, 11 (1) Davison, B., & Wright, E Thai, K. V. (2004). introduction to Pubiic Procurement (iPP). Herndon, VA: National Institute of Government Purchasing Inc National Institute of Government Purchasing (NIGP) Institute, C. S. 2011. The CSI Construction Contract Administration Practice Guide. Hoboken: John Wiley & Sons, Inc OFFICE OF FEDERAL PROCUREMENT POLICY Brewer, Geoff. (2003). Determining employment clauses. Contract Journal. 420 (6443) Jon Close Taylor, J. 2008. JCT building contracts: What ’ s new?. Building Appraisal, 3 (4), pp. 259-266. Available from: doi: 10.1057/jba.2008.7