How can you create a winning contract administration plan?

In my experience I have always read the contract, I have always reviewed specs, drawings, documents and then go from there. First we need to know what are we building, where, when, understand the project, review and review, once you have all the info needed you can start modeling a contract and add whatever comes from the previos planning, contract is a legal document that will prevent both parties to get hurt but also will help both parties their rights and obligations for both parties to make money and grow their bussineses and also keep the good relationship, The wheels of life in construction are awesome and this is a small world !

RTFC! (Read The F’ing Contract) - There's good reason why this was the #1 "Hack" in my "25 Hacks to Win as A Young Construction Professional" post. It amazes me how many Contractors do not know what is in their contract. I mean all the terms… • Scope of Work (including Plans & Specs) • What and How? • Work by Others • Project Schedule • Milestones • Deliverables • Completion Date(s) • How to prepare and present the schedule • Pay Application Requirements • Contract Amount • Any Contingencies? • Allowances? And on and on. It’s never a bad idea to have your attorney and insurance agent review it as well before signing it. When in doubt, read the contract.

I agree wit Matt Graves - READ THE CONTRACT/RFP/ITB... There is always something hidden within that will hide itself in the jargon we all use in our daily work and conversation with fellow employees.

IF nothing else, get someone to proofread the contract then proofread your reply/input BEFORE delivering a contract to the client.

From my experiences working with EPC(M) Contractors: Manage expectations from all involved: EPC Contractor, Owner and Construction Contractor. Take time to read/go over together and ask clarification/interpretation of contracts/Scope of Work BEFORE signing. Allow for pricing as well as T’s & C’s adjustment following this. Do not try to trick others by “clever language” or vague language to tell later “this is where it is written”. Ruins the relationship when you need it the most: when conflicts/issue arise. And at the peak of the efforts. Detrimental to the progress/quality. In general: be realistic.

In summary; Develop your Contract Management policy and procedures. The policy frame which largely depends on your core competences and experience in contracts, procurement & technical projects.Cover how you want to manage aspects of the pre-award, award and post commissioning aspects. Cover Comuninication,Documentation,Approval processes,The key manpower for the implementation of the Contract Management Policy(Get to Mgt Buy-Struggle to be part of senior Management or closer) -Build capacity and continous improvement by moulding the policy in use with emerging trends in Global operations, projects and global supply chain mgt..closely follow new forms being introduced and variants..NEC,FIDIC, quality & safety standards etc.

1. Create a clear communication plan from the beginning. 2. Use simple language for mutual understanding. 3. Listen actively and empathize to build positive relationships. 4. Address concerns and conflicts promptly with collaboration. 5. Maintain professionalism and courtesy in all communications. 6. Keep stakeholders informed about risks, delays, and changes. 7. Regularly review and update the communication plan. These points emphasize the importance of a clear communication plan. Effective implementation may vary in different project scenarios, making experienced professionals and training valuable assets in foreseeing and navigating these differences.

Contract Administration is better understanding of contract for all parties to meet deliverables to archive the result . Communication can support for better Contract Administration for the stakeholders.

“Nah. I don’t need to read the contract. Send it over. I’ll sign it. I trust you.” I actually heard someone say this once. Even if there’s complete trust, you need to understand the terms. You need to ensure that there is no misunderstanding in the agreement that is being formalized in the written contract. There’s no quicker way for a great relationship to go south than to have an argument over contract terms. 🤬

All good suggestions, of course. However, it all takes time. Too many projects think contract formation is easy and fail to provide sufficient time for the entire process. In the end, this time spent at the front end safes time and money in execution

TRUST NO ONE! IF it is not in black and white and within the contract you can be held responsible for misgivings on someone else's part. Though verbal information can cause problems, if it is not in the contract then kick rocks. CYOA!

“I never got a copy of the plans and specs” Again I once heard a Specialty Contractor pleading his case near the end of the project that he didn’t include something in his bid because he never received a copy of the specs. I asked him if his contract incorporated the specs by reference. He said, “Uh. Yeah, probably. They all like to do that.” 😶

“So when are we going to Disney World?” That’s the punch line of a story my college professor liked to tell about reading your contract. As the story goes, a General Contractor was tired of subs not fully reading or understanding their contracts so he put a clause that the sub had to take the whole project team to Disney World once the structure topped out…. The sub signed the contract without reading those terms and therefore at the topping out party the GC asked him “So when are we going to Disney World?” 😳