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E-raamat: Large-Scale Construction Project Management: Understanding Legal and Contract Requirements

  • Formaat: 243 pages
  • Ilmumisaeg: 02-Apr-2020
  • Kirjastus: CRC Press
  • Keel: eng
  • ISBN-13: 9780429753664
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Large-Scale Construction Project Management: Understanding Legal and Contract RequirementsSuurem pilt
  • Formaat: 243 pages
  • Ilmumisaeg: 02-Apr-2020
  • Kirjastus: CRC Press
  • Keel: eng
  • ISBN-13: 9780429753664
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"A majority of large-scale construction and major infrastructure projects are funded by public funds from taxpayers. However, these projects are often subject to severe delays and cost overruns. This book introduces integrated approaches to project management and control mechanisms to effectively manage large-scale construction projects. It explains integrated project governance with regard to time, cost, risk, change, contract management, and more. Further, it discusses the legal issues of scheduling delays and disruptions with regard to the Delay and Disruption Protocol (Society of Construction Law) as well as Forensic Schedule Analysis guidance (American Association of Cost Engineering)"--

A majority of large-scale construction and major infrastructure projects are funded by public funds from taxpayers. However, these projects are often subject to severe delays and cost overruns. Large-Scale Construction Project Management: Understanding Legal and Contract Requirements introduces integrated approaches to project management and control mechanisms to effectively manage large-scale construction projects. It explains the contractual requirements and associated legal principles under the latest edition of the leading standard forms of contracts, including FIDIC 2017, NEC4, and JCT 2016. It explains integrated project governance regarding time, cost, risk, change, contract management, and more. Further, it discusses the legal issues of scheduling delays and disruptions regarding the Delay and Disruption Protocol (Society of Construction Law) as well as Forensic Schedule Analysis guidance (American Association of Cost Engineering).

Features:

  • Provides strategies to effectively resolve disputes during construction projects

  • Examines Quantitative Schedule Risk Analysis (QSRA) and Quantitative Cost Risk Analysis (QCRA)

  • Introduces the most recent software and techniques used in managing large-scale construction projects

This book serves as a useful resource for project control and management professionals, researchers in construction management and project management, and students in building construction management and project management.

Preface xiii
Acknowledgments xv
Author xvii
Abbreviations xix
Chapter 1 Introduction
1(4)
1.1 Overview
1(1)
1.2 Aim and Objectives
2(1)
1.3 Content
2(1)
1.4 Scope and Limit
2(1)
References
3(2)
Chapter 2 Construction Contract
5(22)
2.1 Introduction
5(1)
2.2 Standard Forms of Contract
5(1)
2.3 FIDIC
6(6)
2.3.1 FIDIC Forms
6(1)
2.3.2 FIDIC Contract Components
7(1)
2.3.2.1 General Conditions
7(2)
2.3.2.2 Particular Conditions
9(2)
2.3.2.3 Supplement Documents
11(1)
2.4 NEC
12(6)
2.4.1 Contract Structure
13(1)
2.4.2 Core Clauses
13(3)
2.4.3 Main Options
16(1)
2.4.4 Secondary Options
17(1)
2.5 JCT
18(2)
2.5.1 JCT Forms
18(1)
2.5.2 JCT Contract Components
19(1)
2.6 Common Law
20(2)
2.6.1 Contract Formation
20(1)
2.6.2 Contract Interpretation
20(1)
2.6.3 Good Faith
21(1)
2.6.4 Defect Liability
21(1)
2.6.5 Damages
21(1)
2.6.6 Termination
21(1)
2.7 Civil Law
22(3)
2.7.1 Sources of Law
22(1)
2.7.2 Formation of a Contract
23(1)
2.7.3 Good Faith
23(1)
2.7.4 Types of Contract: Public or Private
23(1)
2.7.5 Standard Forms of Contract
24(1)
2.7.6 Limitation of Liability
24(1)
2.7.7 Liquidated Damages and Penalty
24(1)
2.7.8 Termination
25(1)
2.8 Recommendations
25(1)
References
26(1)
Chapter 3 Time Management
27(46)
3.1 Introduction
27(1)
3.2 Legal Obligation of Completion
27(6)
3.2.1 Terminology of Completion
27(1)
3.2.1.1 Substantial Completion
27(1)
3.2.1.2 Practical Completion
28(1)
3.2.1.3 Completion
29(1)
3.2.1.4 Planned Completion
29(1)
3.2.1.5 Completion Date or Time/Date for Completion
29(1)
3.2.2 Contract Express Provisions
29(1)
3.2.2.1 FIDIC
29(1)
3.2.2.2 JCT
30(1)
3.2.2.3 NEC
30(1)
3.2.2.4 PPC 2000
30(1)
3.2.3 Implied Terms
31(1)
3.2.3.1 SGSA 1982
31(1)
3.2.3.2 Consumer Rights Act 2015
31(1)
3.2.3.3 Common Law
31(1)
3.2.4 Time Is of the Essence
32(1)
3.3 Project Planning
33(13)
3.3.1 Programme
33(1)
3.3.1.1 Baseline Programme
33(1)
3.3.1.2 Stakeholder Engagement
33(1)
3.3.1.3 Work Breakdown Structure (WBS)
33(1)
3.3.1.4 Schedule Quality
33(1)
3.3.1.5 Critical Path
34(1)
3.3.2 Programme under NEC Contract
34(2)
3.3.2.1 First Programme
36(1)
3.3.2.2 Accepted Programme
36(1)
3.3.2.3 Revising the Programme
37(1)
3.3.2.4 Activity Schedule
38(1)
3.3.2.5 Sectional Completion
38(2)
3.3.2.6 Bonus for Early Completion
40(1)
3.3.2.7 X7 Delay Damages
40(1)
3.3.3 Programme under FIDIC Contract
40(1)
3.3.3.1 General Programme Requirement
41(1)
3.3.3.2 Revised Programme
41(1)
3.3.3.3 Process and Time Limit for Programme Submission and Acceptance
42(1)
3.3.3.4 Delay Damages
43(1)
3.3.4 Time Management under JCT Contract
43(1)
3.3.4.1 Programme
43(1)
3.3.4.2 Progress
44(1)
3.3.4.3 Relevant Event
44(1)
3.3.4.4 Acceleration
45(1)
3.3.4.5 Procedure
45(1)
3.3.4.6 Liquidated Damages
46(1)
3.4 Delay
46(10)
3.4.1 Types of Delay
46(2)
3.4.2 Extension of Time (EOT)
48(1)
3.4.3 Delay Analysis
49(2)
3.4.3.1 As-Planned vs. As-Built
51(2)
3.4.3.2 Impacted As-Planned
53(1)
3.4.3.3 Time Impact Analysis
53(1)
3.4.3.4 Collapsed As-Built
54(1)
3.4.3.5 Window Analysis
55(1)
3.5 Burning Issues
56(12)
3.5.1 Prevention Principle
56(1)
3.5.2 Time at Large
57(1)
3.5.3 Concurrent Delay
58(1)
3.5.3.1 English Law -- Malmaison Approach
59(1)
3.5.3.2 Scottish Law -- Appointment Approach
59(1)
3.5.3.3 US Law -- Multiple Approaches
60(1)
3.5.3.4 Australia Law
60(2)
3.5.4 Liquidated Damages
62(1)
3.5.4.1 Common Law
62(2)
3.5.4.2 Civil Law
64(1)
3.5.4.3 Standard Forms Contract
64(1)
3.5.4.4 FIDIC
64(1)
3.5.4.5 NEC
65(1)
3.5.4.6 JCT
65(1)
3.5.5 Float Ownership
66(1)
3.5.5.1 Who Owns the Float?
66(2)
3.5.6 Time Bar and Condition Precedent
68(1)
3.6 Recommendations
68(2)
References
70(3)
Chapter 4 Cost Management
73(30)
4.1 Introduction
73(1)
4.2 Price and Payment
73(3)
4.2.1 Type of Contract
73(1)
4.2.1.1 Lump Sum
73(1)
4.2.1.2 Reimbursement
74(1)
4.2.1.3 Target Cost
74(1)
4.2.2 Statutory Obligation
74(1)
4.2.3 Employer's Obligation
75(1)
4.2.4 Contractor's Obligation
76(1)
4.3 Cost Management under FIDIC Contract
76(3)
4.3.1 Adjust the Contract Price
76(1)
4.3.2 Payment
77(1)
4.3.2.1 Advanced Payment
77(1)
4.3.2.2 Interim Payment
78(1)
4.3.2.3 Final Payment
79(1)
4.4 Cost Management under NEC Contract
79(9)
4.4.1 Payment
79(1)
4.4.1.1 Payment Components
80(1)
4.4.1.2 Payment Schedule
80(1)
4.4.1.3 Payment Assessment
81(1)
4.4.1.4 Final Payment
82(1)
4.4.2 Denned Cost
83(1)
4.4.3 Fee
84(1)
4.4.4 Disallowed Cost
85(1)
4.4.5 Retention
86(1)
4.4.6 Incentivization
86(1)
4.4.6.1 Target Cost Pain/Gain Share under Options C and D
87(1)
4.4.6.2 Option X20 -- Key Performance Indicators (KPIs)
87(1)
4.4.7 Price Adjustment for Inflation
87(1)
4.5 Cost Management under JCT Contract
88(5)
4.5.1 Payment
89(1)
4.5.1.1 Interim Payment
89(1)
4.5.1.2 Final Payment
90(1)
4.5.2 Relevant Matters
91(1)
4.5.3 Claim for Loss and Expense
92(1)
4.5.4 Fluctuations
92(1)
4.6 Key Issues
93(6)
4.6.1 Quantum Meruit
93(1)
4.6.2 Home Office Overhead (HOO)
94(1)
4.6.2.1 Hudson Formula
94(1)
4.6.2.2 Emden Formula
94(1)
4.6.2.3 Eichleay Formula
95(1)
4.6.3 "Smash and Grab"
96(1)
4.6.4 Inflation Impact
97(2)
4.7 Recommendations
99(1)
References
100(3)
Chapter 5 Risk Management
103(36)
5.1 Introduction
103(1)
5.2 Standard Risk Management Procedure
103(5)
5.2.1 Risk Identification
104(1)
5.2.2 Risk Analysis
105(1)
5.2.2.1 Qualitative Analysis
105(2)
5.2.2.2 Quantitative Analysis
107(1)
5.2.3 Risk Treatment
108(1)
5.2.4 Risk Monitoring and Control
108(1)
5.3 Risk Management under NEC Forms of Contract
108(6)
5.3.1 Risk Allocation
109(1)
5.3.1.1 Main Options
109(1)
5.3.1.2 Core Clause
109(1)
5.3.1.3 Contract Data
110(1)
5.3.1.4 Compensation Event
110(1)
5.3.1.5 Secondary Options
110(2)
5.3.2 Early Warnings
112(1)
5.3.3 Financial Benefit
113(1)
5.4 Risk Management under FIDIC Forms of Contract
114(5)
5.4.1 Risk Allocation
114(1)
5.4.1.1 Employer's Risk
114(2)
5.4.1.2 Contractor's Risk
116(1)
5.4.1.3 Exceptional Events
117(1)
5.4.2 Advanced Warning
118(1)
5.5 Time Risk Management
119(9)
5.5.1 Schedule Risk
119(1)
5.5.2 QSRA (Quantitative Schedule Risk Analysis)
119(1)
5.5.2.1 Duration Uncertainty
120(3)
5.5.2.2 Impact of Risks
123(4)
5.5.2.3 Programme Confidence
127(1)
5.5.3 Critical Path and What-if Scenarios
128(1)
5.6 Cost Risk Management
128(7)
5.6.1 Types of Cost Reserve
130(1)
5.6.1.1 Contingency Reserve
131(1)
5.6.1.2 Management Reserve
131(1)
5.6.2 QCRA (Quantitative Cost Risk Analysis)
131(2)
5.6.3 QSCRA (Quantitative Schedule and Cost Risk Analysis)
133(1)
5.6.4 Risk Drawdown
133(2)
5.7 Recommendations
135(1)
References
136(3)
Chapter 6 Change Management
139(28)
6.1 Introduction
139(1)
6.2 Variations
139(1)
6.3 Claim
140(3)
6.3.1 Claim Inside the Contract
140(1)
6.3.1.1 Express Terms
140(1)
6.3.1.2 Implied Terms
141(2)
6.3.2 Claim Outside the Contract
143(1)
6.4 Change under FIDIC
143(4)
6.4.1 Contractor's Claim
144(2)
6.4.1.1 Cost Claims
146(1)
6.4.2 Employer's Claim
146(1)
6.4.3 Claim Process
146(1)
6.5 Compensation Event under NEC
147(12)
6.5.1 Entitlement
149(1)
6.5.1.1 Events Resulting from the Client or Their Representative
150(1)
6.5.1.2 Events Outside the Client's Control
151(1)
6.5.2 Process
152(5)
6.5.3 Sanctions
157(1)
6.5.4 Changes in NEC4
158(1)
6.6 Variations under JCT
159(2)
6.6.1 Cost Claims
160(1)
6.6.2 Time Claims
160(1)
6.7 Change Management under PMBOK
161(1)
6.7.1 Procedure
161(1)
6.8 Change Theme under PRINCE2
161(1)
6.9 Key Issues
162(2)
6.9.1 Conditions Precedent
162(1)
6.9.2 Time Bar
163(1)
6.10 Recommendations
164(1)
References
165(2)
Chapter 7 Alternative Dispute Resolutions
167(30)
7.1 Introduction
167(1)
7.2 Alternative Dispute Resolution
167(1)
7.3 Mediation
168(1)
7.4 Adjudication
169(3)
7.4.1 Statutory Adjudication
169(2)
7.4.2 Non-Statutory Adjudication
171(1)
7.5 Dispute Board
172(3)
7.5.1 Dispute Avoidance Board
174(1)
7.5.2 Dispute Review Board/Dispute Resolution Board (DRB)
174(1)
7.5.3 Dispute Adjudication Board
174(1)
7.6 Arbitration
175(4)
7.6.1 Arbitration vs. Litigation
175(1)
7.6.2 Applicable Law
176(3)
7.7 Dispute Resolution in Standard Forms
179(12)
7.7.1 FIDIC
180(1)
7.7.1.1 Tier 1 -- Engineer's Determination
180(1)
7.7.1.2 Tier 2 -- Dispute Avoidance and Adjudication Board
181(1)
7.7.1.3 Tier 3 -- Arbitration
182(1)
7.7.2 NEC
183(1)
7.7.2.1 Tier 1 -- Negotiation
183(2)
7.7.2.2 Tier 2 -- Adjudication/Dispute Avoidance Board
185(3)
7.7.2.3 Tier 3 -- Tribunal
188(1)
7.7.3 JCT
188(1)
7.7.3.1 Tier 1 -- Negotiation
189(1)
7.7.3.2 Tier 2 -- Mediation/Adjudication
189(1)
7.7.3.3 Tier 3 -- Arbitration/Litigation
190(1)
7.8 Recommendations
191(3)
7.8.1 Pre-Contract
192(1)
7.8.2 Post-Contract
193(1)
References
194(3)
Chapter 8 Integrated Project Control
197(22)
8.1 Introduction
197(1)
8.2 Integrated Project Control System
197(5)
8.2.1 Integrated Project Control
197(1)
8.2.1.1 Pre-Contract
197(2)
8.2.1.2 Post-Contract: Front-End Tool and System
199(1)
8.2.1.3 Post-Contract: During Implementation
200(1)
8.2.2 Programme and Portfolio Management
201(1)
8.3 Project Control Procedure
202(13)
8.3.1 Earned Value Management
202(5)
8.3.2 Cost Control
207(2)
8.3.3 Schedule Control
209(1)
8.3.4 Change Control
210(1)
8.3.5 Risk Control
211(1)
8.3.6 Performance Reporting
211(4)
8.4 Continuous Performance Improvement
215(1)
8.4.1 Key Performance Indicators (KPI)
215(1)
8.4.2 Lean Construction
215(1)
8.5 Recommendations
216(1)
References
217(2)
Index 219
Yan Tan, PhD earned her PhD in Project Risk Management from the University of Leeds, her MBA from University of Manchester, and her Masters of Construction Law and Dispute Resolutions from Kings College London in UK. Prior to these, she also earned a double bachelors degrees in International Project Management and Electrical Engineering from Tianjin University in China. Dr. Tan is a Project Management Institute (PMI) qualified Project Management Professional (PMP) and Risk Management Professional (RMP). She was the Vice-Chair of the Construction Forum of the Project Management Institute (PMI) UK Chapter. She is also a Member of Chartered Institute of Arbitrators and a Fellow of the Chartered Institute of Arbitrators (FCIArc). She has worked in a number of world leading organizations, including China Construction Bank, Jacobs Engineering, Arcadis, Honeywell, Vinci, Arup, and Capita, where she gained extensive experience in managing large-scale construction projects in both the UK and worldwide.
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