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BalegamireRudoKekana	ItumelengNakanaMarcStocksMontjiwaShakungOfhaniMakhadoSabeloRanaSamkeMathethaShamimaTimolSiphoFongoqaTanyaMalulekeTebogoMohotlhoane]Maintain 2019 Master Assignment Assessment Sheet. Create copies to assess  your assignments .	100jTo assess this Assignment right click on this tab below and then  click on unprotect and then type SaphirecUClick on cells in columns E to I and Column K and select response from drop down list3-2G3%a. Excellent  :b. Satisfactory : c. Enhancement: 
d. Resubmit :First assesm.     E/S/NE/R,Submitted more than 1 week late     Yes /No $Zero scoresFirst subm AchievedKSubmitted                          on                      time      Yes/No5Satisfactory/ Good Language/ Presentation      Yes/No:Satisfactory/ Good Effort/Origi-nality/ Innovation  Yes/No,Submitted more than 1 week late     Yes /No (A)chieved/ (N)ot achieved65
65First Submissiom ScoreSecond submission ScoreFirst Submision ScoreSecond submission Score Final Score GENERAL
M RivarolaM3 A06 Professional Service Agreements 7Select two or more of the PSCs listed below or any other PSC that you have used and compare them   
o FIDIC Model Services Agreement, 
o CIDB Professional Services Contract 
o NEC Professional Services Contract
o CESA Model Professional Services Agreement and Specific Data
o PROCSA Professional Services Agreements, and
o another Professional Services Contract (e.g. DPW or Municipality etc.)
and list what you consider to be the most outstanding features of and the most significant omissions in each 
agreement and provide the rationale/reasons for your comments.
�Locate in your firm an actual Sub-consultancy agreement used on a project and an actual Joint Venture agreement used on another project. 
In each case review with the project manager the performance of the agreement, and note from the implementation of each agreement during execution of the project for which the agreement was used.
(a) the success factors and 
(b) lessons to be learned, 
�Excellent and in depth analysis. Ideally you would want to have side by side columns to make the comparison simpler to follow. Both NEC and FIDIC White Book are intended to be back to back agreements to be used with the corresponding standard form contract suites and no other suites. When the whole suite is considered then the rationale behind some of the PSP s obligations which appear very onerus, become clearer. Both NEC and the new FIDIC 2017 suite are making a concerted effort towards more of a collaborative/team approach in project delivery as opposed to the traditional arm s length approach where the PSPs were only technocrats.         Excellent and in depth analysis. Both NEC and FIDIC White Book are intended to be back to back agreements to be used with the corresponding standard form contract suites and no other suites. Both NEC and the new FIDIC 2017 suite are making a concerted effort towards more of a collaborative/team approach in project delivery (some of the PSP s duties are integrated into the balance of the suites) as opposed to the traditional arm s length approach where the PSPs were only technocrats. FIDIC 2017 White Book Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation. NEC provides for the outcome of the Adjudication to be referred to a  tribunal  which could be either arbitration or court.�Good and in depth analysis. CIDB publishes a JV Agreement (it was included in the downloads) which is a generic documen< t for JVs that can also be used for PSP JVs. NEC is intended to be a back to back agreement to be used with the corresponding standard form contract suite and no other suite. There is an increased emphasis towards a more of a collaborative/team approach in project delivery which is very clearly reflected in the NEC agreement (some of the PSP s duties are integrated into the balance of the suite options) as opposed to the traditional arm s length approach where the PSPs is only a technocrat. In the PROCSA PSC the Employer s Obligations are in Clause 5.0  Client s Obligations  whereas in the NEC PSC they are in Core Clause 2 Clause 20  The Employer s obligations  and Clause 25  Other Responsibilities  NEC provides for the outcome of the Adjudication to be referred to a  tribunal  which could be either arbitration or court.#Excellent and in depth analysis. CIDB publishes a JV Agreement (it was included in the downloads) which is a generic document for JVs and can also be used for PSP JVs. In some of the recently updated PSCs there is an increased emphasis towards a more collaborative/team approach in project delivery which is very clearly reflected in the agreements by integrating some of the PSP s duties in the construction contracts as opposed to the traditional arm s length approach where the PSPs is only expected to conduct himself/herself as a technocrat. The question required you to consider professional services agreements only, in your case the FIDIC White Book and the NEC Professional Services Contract and compare the two, not the entirety of the contract suites. Please enhance and resubmit this answer. �Excellent and in depth analysis. The lack of back to back JV and sub-consultancy agreements in the PROCSA document is a problem more so as the document is protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted. ?Excellent and in depth analysis. The lack of back to back JV and sub-consultancy agreements in the PROCSA and NEC documents can be a problem more so as the documents are protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted or another NEC PSC document. The jury is out on the alliance PSC as there have been no recorded disputes to date that I know of, so any shortcoming will come out in the wash as its use becomes more common. NEC provides for a tribunal after adjudication which could be either arbitration or court. The issue of ownership of intellectual property is becoming a very complicated and vexing one with BIM and models being made-up of many parts from different PSPs; the complications increase in the instance of alterations work where part of the works includes working on an existing model that resides on a server owned by the employer. The only way of protecting your IP is not to load it on any shared resource however this may very well be in contravention of your project requirements. The old rule of thumb was that as soon as you supply information which can be altered by others you forego both ownership and your copyright.    The question required you to consider professional services agreements only, in your case the FIDIC White Book and the NEC Professional Services Contract and compare the two, not the entirety of the contract suites. Please enhance and resubmit this answer.Excellent and in depth analysis. The FIDIC 2017 White Book: 
- Clause 8.2.1 states that the liability period is specified in the Particular Conditions
- Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation.
- Where the term dispute is not defined it is given the common meaning in the English language (according to the common law rules of interpretation of contracts applicable in South Africa and not the country where the FIDIC contract was authored)Excellent and in depth analysis. 
CIDB:
- Delay damages and penalties are the same;  penalties  is an SA term whereas  delay damages  is a term used in the UK, USA etc.
The FIDIC 2017 White Book: 
- Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation.
- Where/when the Particular Conditions are not completed the common law will apply (the PSP should make sure that she/he completes and that the employer completes its portion before accepting the agreement)FThe question required you to consider professional services agreements only, in your case the FIDIC White Book and the NEC Professional Services Contract and compare the two, not the contract suites. Your answer is a bit confusing as you deal with both PSCs and construction contracts. Please enhance and resubmit this answer.uExcellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is critical to make sure that the sub-consultant s employment contract is preferably identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations.   
JVs are purpose vehicles and usually the person that potentially extracts the most benefit from the JV is expected to carry the largest proportion of the seed costs. MANCO meetings < quorums can be a problem however given the available technology physical presence should no longer be an impediment to attendance, the other option is for MANCO members who cannot attend to either nominate a substitute or other proxy with equal executive power    
�Excellent and very detailed answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is critical to make sure that the sub-consultant s employment contract is preferably identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations.   
mVery good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract (to avoid conflicts and conflicting rights and obligations) but also that the scope of services is clearly and correctly defined otherwise the gaps usually militate against the principal consultant.    
JVs are purpose vehicles and usually the person that potentially extracts the most benefit from the JV is expected to carry the largest proportion of the seed costs. Where the JV member with the lowest risk either prices the service or gains the most the JV is likely to fail one way or the other. 
Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.).    
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. �Good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.).    
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Where a JV member does not deliver on the commitments it is essential that the JV agreement contain a rescue clause where the non performing member is placed on terms and thereafter replaced if the default persists. Employers look at the entirety of the JV and one poorly performing member will affect the reputation of all JV members irrespective of how they have been performing.  
�Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability<  are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. The issue of liability is frequently a difficult issue to resolve as the sub-consultant is only liable for 2 x time the fees paid to it where the principal consultant s limit of liability is 2 x times the fees paid to the principal consultant which is a considerably greater exposure for the same potential claim. One solution on large project is to take out project specific PI with each party responsible for the PI policy excess.  
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV.  A disinterested or weak JV manager can lead to underperformance of the JV members however if MANCO holds regular meetings it a problem that can be nipped in the bud before it becomes an almost insurmountable hurdle (easier to correct a ship s route with lots of small successive adjustments than with one big adjustment)   
�Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of specific standard form contracts where PSP obligations are transferred from the standard form contract to the PSP it is essential to use a document which is consistent with the main contract suite otherwise there will always be gaps and unknowns which surface when there are problems on the project. The issue of liability is frequently a difficult issue to resolve as the sub-consultant is only liable for 2 x time the fees paid to it whereas the principal consultant s limit of liability is 2 x times the fees paid to the principal consultant which is a considerably greater exposure for the same potential claim. One solution on large project is to take out project specific PI with each party responsible for the PI policy excess. Cession/transfer of claims may not only require agreement between the parties but also the insurer s consent without which the agreement between the parties could be of little effect as the contract of insurance is one between the specific PSP and the insurer and not a generic one between the parties and the insurer.      
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Forced JVs where one party who happens to be the principal member in the JV is inadequately equipped to lead the JV should be best avoided as poor performance is a JV problem irrespective of who underperforms. It is to say questionable, to say the least, as to how a company who the employer deems unable to perform would be appointed to start off with and forced to form a JV with an experienced partner rather than appointing an experienced partner with a measurable obligation to train an inexperienced company.    Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management, completion of work stages, etc.). Differing payment terms and differing rates for changes can be the source of disagreements if not clearly defined at inception.   
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Management costs are overheads which must be allocated to the JV and ring fenced with all other overhead costs and paid to the JV member undertaking that work or incurring those costs bef< ore any proportionate fee distribution otherwise work done or costs incurred and remuneration are mismatched leading to disagreements and potential disputes.�The answer is not satisfactory. There is no detail or description of the success factors nor the lessons to be learnt from either the specific experiences which is what the assignment requires you to discuss with the project manager on both on a project where your company was a JV member and a project where your company was either a sub-consultant or the principal consultant and employed another firm as a sub-consultant. �Acceptable answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. The issue of liability is frequently a difficult issue to resolve as the sub-consultant is only liable for 2 x time the fees paid to it where the principal consultant s limit of liability is 2 x times the fees paid to the principal consultant which is a considerably greater exposure for the same potential claim. One solution on large project is to take out project specific PI with each party responsible for the PI policy excess.  
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. JV members must elect a MANCO and the MANCO must nominate a JV manager with a clear mandate, thereafter it must be left up to the manager to resolve internal staff relationships. Risks and rewards must be proportional to inputs and voting rights on the MANCO proportional to input and operational costs for each JV member otherwise the JV will be beset with conflict from inception.
Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems.
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO and the MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. Risks and rewards allocated in proportion to inputs and costs for each JV member will avoid conflict between JV members for the life of the JV.
Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties ho< wever clear terms at inception can overcome the problems.
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO and the MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the manager otherwise the uncertainties and potential conflicts of working standards, methodologies etc. can derail the JVs efforts and resources towards resolving differences rather than performing the JVs job or work. On large projects it is advisable to take pout project specific PI with each JV member taking care of the PI excess thereby eliminating potential conflicts because of joint and several liability.
Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. Limitation of liability can be a problem area as the sub-consultant will want to limit his/her liability to 2 x fees whereas the principal consultant will want the sub-consultant s liability to be the same as his/her own; the solution can be project specific PI as explained below for JVs. 
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO and the MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the manager otherwise the uncertainties and potential conflicts of working standards, methodologies etc. can derail the JVs efforts and resources towards resolving differences rather than performing the JVs job or work. Management costs are overheads which must be allocated to the JV and ring fenced with all other overhead costs and paid to the JV member undertaking that work or incurring those costs before any proportionate fee distribution otherwise work done or costs incurred and remuneration are mismatched leading to disagreements and potential disputes. Risks and rewards allocated in proportion to inputs and costs for each JV member will avoid conflict between JV members for the life of the JV. On large projects it is advisable to take out project specific PI with each JV member taking care of the PI excess thereby eliminating potential conflicts because of joint and several liability.     
oVery good and in depth analysis. 
PROCSA :
- The lack of back to back JV and sub-consultancy agreements can be a problem more so as the documents are protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted. As for a JV the CESA or CIDB JV Agreements can be used and edited to suit but should be put to legal scrutiny if modified. 
- The importance of compiling and completing the Annexures correctly and comprehensively cannot be stressed enough as the common law will be used where the document is incomplete or ambiguous  
CIDB:
- The CIDB JV Agreement was included in the downloads. The same comments applicable to the PROCSA PSC apply to the CIDB PSC in the instance of a sub-consultancy. �Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultan< t are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. Limitation of liability can be a problem area as the sub-consultant will want to limit his/her liability to 2 x fees whereas the principal consultant will want the sub-consultant s liability to be the same as his/her own; the solution can be project specific PI where the sub-consultant is responsible only for covering the PI excess and the PI costs are shared between the parties in proportion to the fees earned/paid. 
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO, conflicts and differences in approach must be addressed and resolved at MANCO (policy) level and not further down (at implementation level). Once MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the JV manager. 
nVery good and in depth analysis. 
PROCSA :
- The lack of back to back JV and sub-consultancy agreements can be a problem more so as the documents are protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted. As for a JV the CESA or CIDB JV Agreements can be used and edited to suit but should be put to legal scrutiny if modified. 
- The importance of compiling and completing the Annexures correctly and comprehensively cannot be stressed enough as the common law will be used where the document is incomplete or ambiguous  
CIDB:
- The CIDB JV Agreement was included in the downloads. The same comments applicable to the PROCSA PSC apply to the CIDB PSC in the instance of a sub-consultancy..
Acceptable answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. Limitation of liability can be a problem area as the sub-consultant will want to limit his/her liability to 2 x fees whereas the principal consultant will want the sub-consultant s liability to be the same as his/her own; the solution can be project specific PI where the sub-consultant is responsible only for covering the PI excess and the PI costs are shared between the parties in proportion to the fees earned/paid. Whilst it is difficult to control an overly zealous employer it should nevertheless be made clear to him/her that under no circumstances can the employer or the employer s representatives issue instruction directly to a sub-consultant. There is no privity of contract between employer and sub-consultants therefore in the absence of a contractual nexus instructions issued by the employer directly to a sub-consultant should be of no effect. The risk of not formally requesting that the employer to desist from this practice is acceptance by conduct where after the principal consultant will be without a defence in the event of a dispute.      
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO, conflicts and differences in approach must be addressed and resolved at MANCO (policy) level and not further down (at implementation level). Once MANCO has nominated a JV manager with a clear mandate, it<�
 must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the JV manager.
�Very good and in depth analysis. The FIDIC 2017 White Book: 
- Clause 1.3.1(c) provides for electronic transmission if it is stated in the Particular Conditions 
- Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation.
Sub-consultancy PSCs can be made up by using the principal consultant s PSC where the principal consultant is the employer to ensure that the two are back to back and consistent. HOfhani the question asked what you consider the outstanding features and significant omissions in two PSCs of your choice. You have compared the PSCs but where are the outstanding features and omissions? The questions are structured to verify that you have read and understood the subject matter on which the question is based. �The question asked you to consider the success factors and lesson learnt from a JV and a Sub-consultancy in which your firm was involved. Have you actually answered the question? You have provided a list of problem areas and guidelines for both but what about the success factors or were these forced relationships that had unpleasant outcomes which your firm would rather not refer to? No further comment*Assess�Q1 Ofhani the question asked what you consider the outstanding features and significant omissions in two PSCs of your choice. You have compared the PSCs but where are the outstanding features and omissions? The questions are structured to verify that you have read and understood the subject matter on which the question is based. 
Q2  The question asked you to consider the success factors and lesson learnt from a JV and a Sub-consultancy in which your firm was involved. Have you actually answered the question? You have provided a list of problem areas and guidelines for both but what about the success factors or were these forced relationships that had unpleasant outcomes which your firm would rather not refer to? 
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Q2  Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is critical to make sure that the sub-consultant s employment contract is preferably identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations.   
JVs are purpose vehicles and usually the person that potentially extracts the most benefit from the JV is expected to carry the largest proportion of the seed costs. MANCO meetings quorums can be a problem however given the available technology physical presence should no longer be an impediment to attendance, the other option is for MANCO members who cannot attend to either nominate a substitute or other proxy with equal executive power    
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Q2  L� BP�	�Q1 Excellent and in depth analysis. Both NEC and FIDIC White Book are intended to be back to back agreements to be used with the corresponding standard form contract suites and no other suites. Both NEC and the new FIDIC 2017 suite are making a concerted effort towards more of a collaborative/team approach in project delivery (some of the PSP s duties are integrated into the balance of the suites) as opposed to the traditional arm s length approach where the PSPs were only technocrats. FIDIC 2017 White Book Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation. NEC provides for the outcome of the Adjudication to be referred to a  tribunal  which could be either arbitration or court.
Q2  Excellent and very detailed answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is critical to make sure that the sub-consultant s employment contract is preferably identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations.   
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�2	*��(	�	]-Q1 Good and in depth analysis. CIDB publishes a JV Agreement (it was included in the downloads) which is a generic document for JVs that can also be used for PSP JVs. NEC is intended to be a back to back agreement to be used with the corresponding standard form contract suite and no other suite. There is an increased emphasis towards a more of a collaborative/team approach in project delivery which is very clearly reflected in the NEC agreement (some of the PSP s duties are integrated into the balance of the suite options) as opposed to the traditional arm s length approach where the PSPs is only a technocrat. In the PROCSA PSC the Employer s Obligations are in Clause 5.0  Client s Obligations  whereas in the NEC PSC they are in Core Clause 2 Clause 20  The Employer s obligations  and Clause 25  Other Responsibilities  NEC provides for the outcome of the Adjudication to be referred to a  tribunal  which could be either arbitration or court.
Q2  Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract (to avoid conflicts and conflicting rights and obligations) but also that the scope of services is clearly and correctly defined otherwise the gaps usually militate against the principal consultant.    
JVs are purpose vehicles and usually the person that potentially extracts the most benefit from the JV is expected to carry the largest proportion of the seed costs. Where the JV member with the lowest risk either prices the service or gains the most the JV is likely to fail one way or the other. 
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@Q1 Excellent and in depth analysis. CIDB publishes a JV Agreement (it was included in the downloads) which is a generic document for JVs and can also be used for PSP JVs. In some of the recently updated PSCs there is an increased emphasis towards a more collaborative/team approach in project delivery which is very clearly reflected in the agreements by integrating some of the PSP s duties in the construction contracts as opposed to the traditional arm s length approach where the PSPs is only expected to conduct himself/herself as a technocrat. 
Q2  Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.).    
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV.  �

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�2	*��(	�	5�Q1 The question required you to consider professional services agreements only, in your case the FIDIC White Book and the NEC Professional Services Contract and compare the two, not the entirety of the contract suites. Please enhance and resubmit this answer. 
Q2  Good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.).    
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Where a JV member does not deliver on the commitments it is essential that the JV agreement contain a rescue clause where the non performing member is placed on terms and thereafter replaced if the default persists. Employers look at the entirety of the JV and one poorly performing member will affect the reputation of all JV members irrespective of how they have been performing.  
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	�2		*��(	�	�PQ1 Excellent and in depth analysis. The lack of back to back JV and sub-consultancy agreements in the PROCSA document is a problem more so as the document is protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted. 
Q2  Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. The issue of liability is frequently a difficult issue to resolve as the sub-consultant is only liable for 2 x time the fees paid to it where the principal consultant s limit of liability is 2 x times the fees paid to the principal consultant which is a considerably greater exposure for the same potential claim. One solution on large project is to take out project specific PI with each party responsible for the PI policy excess.  
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV.  A disinterested or weak JV manager can lead to underperformance of the JV members however if MANCO holds regular meetings it a problem that can be nipped in the bud before it becomes an almost insurmountable hurdle (easier to correct a ship s route with lots of small successive adjustments than with one big adjustment)   
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	*��(		�	��Q1 Excellent and in depth analysis. The lack of back to back JV and sub-consultancy agreements in the PROCSA and NEC documents can be a problem more so as the documents are protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted or another NEC PSC document. The jury is out on the alliance PSC as there have been no recorded disputes to date that I know of, so any shortcoming will come out in the wash as its use becomes more common. NEC provides for a tribunal after adjudication which could be either arbitration or court. The issue of ownership of intellectual property is becoming a very complicated and vexing one with BIM and models being made-up of many parts from different PSPs; the complications increase in the instance of alterations work where part of the works includes working on an existing model that resides on a server owned by the employer. The only way of protecting your IP is not to load it on any shared resource however this may very well be in contravention of your project requirements. The old rule of thumb was that as soon as you supply information which can be altered by others you forego both ownership and your copyright.    
Q2  Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of specific standard form contracts where PSP obligations are transferred from the standard form contract to the PSP it is essential to use a document which is consistent with the main contract suite otherwise there will always be gaps and unknowns which surface when there are problems on the project. The issue of liability is frequently a difficult issue to resolve as the sub-consultant is only liable for 2 x time the fees paid to it whereas the principal consultant s limit of liability is 2 x times the fees paid to the principal consultant which is a considerably greater exposure for the same potential claim. One solution on large project is to take out project specific PI with each party responsible for the PI policy excess. Cession/transfer of claims may not only require agreement between the parties but also the insurer s consent without which the agreement between the parties could be of little effect as the contract of insurance is one between the specific PSP and the insurer and not a generic one between the parties and the insurer.      
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Forced JVs where one party who happens to be the principal member in the JV is inadequately equipped to lead the JV should be best avoided as poor performance is a JV problem irrespective of who underperforms. It is to say questionable, to say the least, as to how a company who the employer deems unable to perform would be appointed to start off with and forced to form a JV with an experienced partner rather than appointing an experienced partner with a measurable obligation to train an inexperienced company.     �


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�Q1 Very good and in depth analysis. The FIDIC 2017 White Book: 
- Clause 1.3.1(c) provides for electronic transmission if it is stated in the Particular Conditions 
- Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation.
Sub-consultancy PSCs can be made up by using the principal consultant s PSC where the principal consultant is the employer to ensure that the two are back to back and consistent. 
Q2  Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management, completion of work stages, etc.). Differing payment terms and differing rates for changes can be the source of disagreements if not clearly defined at inception.   
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Management costs are overheads which must be allocated to the JV and ring fenced with all other overhead costs and paid to the JV member undertaking that work or incurring those costs before any proportionate fee distribution otherwise work done or costs incurred and remuneration are mismatched leading to disagreements and potential disputes. �

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Q2  The answer is not satisfactory. There is no detail or description of the success factors nor the lessons to be learnt from either the specific experiences which is what the assignment requires you to discuss with the project manager on both on a project where your company was a JV member and a project where your company was either a sub-consultant or the principal consultant and employed another firm as a sub-consultant.  �

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Q2  Acceptable answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. The issue of liability is frequently a difficult issue to resolve as the sub-consultant is only liable for 2 x time the fees paid to it where the principal consultant s limit of liability is 2 x times the fees paid to the principal consultant which is a considerably greater exposure for the same potential claim. One solution on large project is to take out project specific PI with each party responsible for the PI policy excess.  
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. JV members must elect a MANCO and the MANCO must nominate a JV manager with a clear mandate, thereafter it must be left up to the manager to resolve internal staff relationships. Risks and rewards must be proportional to inputs and voting rights on the MANCO proportional to input and operational costs for each JV member otherwise the JV will be beset with conflict from inception.
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	�	C Q1 Excellent and in depth analysis. The FIDIC 2017 White Book: 
- Clause 8.2.1 states that the liability period is specified in the Particular Conditions
- Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation.
- Where the term dispute is not defined it is given the common meaning in the English language (according to the common law rules of interpretation of contracts applicable in South Africa and not the country where the FIDIC contract was authored)
Q2  Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems.
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO and the MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. Risks and rewards allocated in proportion to inputs and costs for each JV member will avoid conflict between JV members for the life of the JV.
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CIDB:
- Delay damages and penalties are the same;  penalties  is an SA term whereas  delay damages  is a term used in the UK, USA etc.
The FIDIC 2017 White Book: 
- Clause 10.0 provides for 10.1 Amicable Dispute Resolution, 10.2 Adjudication, 10.3 Amicable Settlement and 10.4 Arbitration/Litigation.
- Where/when the Particular Conditions are not completed the common law will apply (the PSP should make sure that she/he completes and that the employer completes its portion before accepting the agreement)
Q2  Excellent answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems.
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO and the MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the manager otherwise the uncertainties and potential conflicts of working standards, methodologies etc. can derail the JVs efforts and resources towards resolving differences rather than performing the JVs job or work. On large projects it is advisable to take pout project specific PI with each JV member taking care of the PI excess thereby eliminating potential conflicts because of joint and several liability. �

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Q1 Very good and in depth analysis. 
PROCSA :
- The lack of back to back JV and sub-consultancy agreements can be a problem more so as the documents are protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted. As for a JV the CESA or CIDB JV Agreements can be used and edited to suit but should be put to legal scrutiny if modified. 
- The importance of compiling and completing the Annexures correctly and comprehensively cannot be stressed enough as the common law will be used where the document is incomplete or ambiguous  
CIDB:
- The CIDB JV Agreement was included in the downloads. The same comments applicable to the PROCSA PSC apply to the CIDB PSC in the instance of a sub-consultancy. 
Q2  Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. Limitation of liability can be a problem area as the sub-consultant will want to limit his/her liability to 2 x fees whereas the principal consultant will want the sub-consultant s liability to be the same as his/her own; the solution can be project specific PI as explained below for JVs. 
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO and the MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the manager otherwise the uncertainties and potential conflicts of working standards, methodologies etc. can derail the JVs efforts and resources towards resolving differences rather than performing the JVs job or work. Management costs are overheads which must be allocated to the JV and ring fenced with all other overhead costs and paid to the JV member undertaking that work or incurring those costs before any proportionate fee distribution otherwise work done or costs incurred and remuneration are mismatched leading to disagreements and potential disputes. Risks and rewards allocated in proportion to inputs and costs for each JV member will avoid conflict between JV members for the life of the JV. On large projects it is advisable to take out project specific PI with each JV member taking care of the PI excess thereby eliminating potential conflicts because of joint and several liability.     
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PROCSA :
- The lack of back to back JV and sub-consultancy agreements can be a problem more so as the documents are protected by a copyright so copying it to produce a back to back identical agreement is in theory a breach of the copyright. The only way around it is to use another PROCSA document for the discipline specific to the work being sub-consulted. As for a JV the CESA or CIDB JV Agreements can be used and edited to suit but should be put to legal scrutiny if modified. 
- The importance of compiling and completing the Annexures correctly and comprehensively cannot be stressed enough as the common law will be used where the document is incomplete or ambiguous  
CIDB:
- The CIDB JV Agreement was included in the downloads. The same comments applicable to the PROCSA PSC apply to the CIDB PSC in the instance of a sub-consultancy.
Q2  Very good answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. Limitation of liability can be a problem area as the sub-consultant will want to limit his/her liability to 2 x fees whereas the principal consultant will want the sub-consultant s liability to be the same as his/her own; the solution can be project specific PI where the sub-consultant is responsible only for covering the PI excess and the PI costs are shared between the parties in proportion to the fees earned/paid. 
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO, conflicts and differences in approach must be addressed and resolved at MANCO (policy) level and not further down (at implementation level). Once MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the JV manager. 
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�2	*��(	�	�}Q1 The question required you to consider professional services agreements only, in your case the FIDIC White Book and the NEC Professional Services Contract and compare the two, not the contract suites. Your answer is a bit confusing as you deal with both PSCs and construction contracts. Please enhance and resubmit this answer.
Q2  Acceptable answer. Both JVs and sub-consultancies should be agreements of choice and not as a result of imposition so that there is underlying respect and trust between the parties from inception.
In the event of sub-consultancies it is not only critical to make sure that the sub-consultant s employment contract is identically matched to the principal consultant s contract to avoid conflicts and conflicting rights and obligations but also that the scope of services is clearly and correctly defined and that processes and procedures of the principal consultant are interwoven into the agreement (reporting, change management etc.). Differing payment terms and differing liability are frequently the cause of disputes between sub-consultancy parties however clear terms at inception can overcome the problems. Limitation of liability can be a problem area as the sub-consultant will want to limit his/her liability to 2 x fees whereas the principal consultant will want the sub-consultant s liability to be the same as his/her own; the solution can be project specific PI where the sub-consultant is responsible only for covering the PI excess and the PI costs are shared between the parties in proportion to the fees earned/paid. Whilst it is difficult to control an overly zealous employer it should nevertheless be made clear to him/her that under no circumstances can the employer or the employer s representatives issue instruction directly to a sub-consultant. There is no privity of contract between employer and sub-consultants therefore in the absence of a contractual nexus instructions issued by the employer directly to a sub-consultant should be of no effect. The risk of not formally requesting that the employer to desist from this practice is acceptance by conduct where after the principal consultant will be without a defence in the event of a dispute.      
JVs are purpose vehicles and the purpose of the JV needs to be carried through to the conduct of the JV members and their staff allocated to the JV. Once JV members have elected a MANCO, conflicts and differences in approach must be addressed and resolved at MANCO (policy) level and not further down (at implementation level). Once MANCO has nominated a JV manager with a clear mandate, it must be left up to the manager to resolve internal staff relationships. The JV manager should thereafter report back to MANCO where agreed strategies are either unsuitable or inadequate. Managing a JV should be no different to managing a company: policies are made by MANCO but implementation and decisions are left to the JV manager.
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