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CommentStudent!Content/Understanding/ApplicationEvaluators Remarks StatusFacili-tatorAss No<Whole                                             Assignment)Content/ Understand/ Application E/S/NE/R!KSubmitted                          on                      time      Yes/NoEAssignment enhancements Score calculated by AlgorithmScore calculated by Formula1.1 sumissio 1 or 21.2 sumission 1 or 2Eval byRuling(A)chieved/ (N)ot achieved


Common problem areasQuestion/SubquestionQuestion/Subquestion )Content/ Understand/ Application E/S/NE/RDate EvaluatedDate Moderated
Then Click OKThen  Click on UNHIDE5Satisfactory/ Good Language/ Presentation      Yes/No/:Satisfactory/ Good Effort/Origi-nality/ Innovation  Yes/No4AD5E5J5F5G5HH5Submission1ResubmissionOrigiginal moderation DateResubmission Moderation Date	Ass Title  Score if less than week lateFinal ScoreNERESUBMISSIONCeliaCraigIvorZulchYesNoESRNOriginal moderation Date1st submission Score Resubmission scoresMaraisLouisGMH Tswelelo	CCE000113louism@gmhcpp.comStudent AssignmentsStudent ActivitiesZacaAyandaSMEC South Africa	CCE000109ayanda.zaca@smec.comGerhardVermaakWSP / Parsons Brinkerhoff	CCE000118Gerhard.Vermaak@wspgroup.co.zaGraemeBaker&Henwood & Nxumalo Consulting Engineers	CCE000108graeme@hn.co.zaItaiGonese
IGS Engineers	CCE000115itai@igs.co.zaJaundre	DuvenhageDSV Consulting	CCE000112jaundre@dsv.co.zaLuxoloSindaneWSP|Parsons Brinkerhoff	CCE000114Luxolo.Sindane@wspgroup.co.zaCasperWasiefQunu Consulting Pty Ltd	CCE000117wasief@qunu.co.zaTyalimpiMonde	CCE000116monde.tyalimpi@smec.com	NkululekoMzulwini
Hatch Goba	CCE000120mzulwini@gmail.comPienaarPieterNyeleti	CCE000119pieterp@nyeleti.co.zaSechabaKouUWP Consulting	CCE000107sechabak@uwp.co.zaZumaTrevor(Mafahleni Engineers and Project Managers	CCE000111trevorz@mafahleni.co.zaDubeNkosiUClick on cells in columns E to I and Column K and select response from drop down list-G_Please remember to Complete Cells A3, B3 and C3 before submitting for uploading on the CESANET.Please remember to Provide Ass Number in  Cell B1 and Assignment Title in F1-J1 before submitting for uploading on the CESANET.8To assess the resubmission right click and enter SaphireSub-mission no Sub-mission noFacilitatorBillyNicoMikeGeoff
Students 2019KSubmitted                          on                      time      Yes/NoE%(Submitted more than 1 week late Yes /No  %)Content/ Understand/ Application E/S/NE/R!)'Good Language/ Presentation      Yes/No!)+Good Effort/Originality/ Innovation  Yes/No%)&Content/ Understand/ Application E/S/R!)	BornapartSibandaDarrenPillayDisele
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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 )Whilst on site one of your colleagues, an electrical engineer, is asked by the contractor to give a decision which affects the foundations of the structure. Instead of consulting the specialists in your office your colleague gives a decision which proves to be incorrect. What is your firm s liability and what is your colleague s personal liability if any. Describe the basic elements of the laws of delict and contract, giving an explanation of the difference between liability in contract and liability in delict (if any) in respect of this incident.�Describe the differences between latent and patent defects, with 3 examples of each in relation to a Practical Completion inspection and a Final Completion inspection
An acquaintance of yours asks you to design a rocket to fly to the moon, which you decide to accept. What if he had asked you to design a perpetual motion machine? Can there be a contract in both instances? List the requirements for the contract to be legally binding. hDraft a typical Professional Services Agreement (containing clause headings with brief summary only of the contents or purpose of the clause) for planning, design, and construction monitoring of a project related to your discipline of Engineering.  (Develop this as if applicable to the Heritage Project case study considering who your Employer is going to be)Q:^-GENERAL
M RivarolaEConditions of Contract  and Application of the Conditions of Contract�Set up a Flow Chart to determine the most suitable of the 4 Conditions of Contract (GCC, JBCC, FIDIC, NEC) for different projects, depending on size, type, designer, pricing strategy and contracting strategy 
0From Part C (Legal) of the Heritage Project case study, assuming GCC 2015 applies, analyse the 4 delay claims from the Wastewater Treatment Works contractor and determine which of them could be valid in terms of the contract (ignoring at this stage the quantum of the claims) and which could be rejected. Describe what actions you would take when the contractor submits a notice and what further information would be required from the contractor, by you as the Employer s Agent, to evaluate the claims and to substantiate the claims you consider to be valid.  �You have rejected a Contractor s claim. The Contractor is dissatisfied with your decision and disagrees with it. Discuss what steps you intend taking to avoid the disagreement from becoming a dispute. 	M3 A07-A8Whole Assignment�Good effort with a few mistakes. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Sli< de 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- GCC2004 has been superceded by GCC2015 with 3 other standard form contracts added to the GCC suite (ref. Slide 20)
- Simple straightforward works: JBCC, GCC, FIDIC and NEC can be used with or without BoQs. JBCC is not suitable for engineering works 
- Complex works: you should distinguish between building and engineering works (refer comments above for straight forward works) and the distinction should carry through to the pricing options
- Management contract: only NEC is suitable
- Cost reimbursable: GCC2015 is also suitable?Good effort with a few minor mistakes. The portion of your chart on the left hand side is quite difficult to follow because of the many overlapping arrows. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- Complex works require sophisticated management techniques whereas simpler projects do not therefore the answers do not correlate with the question 
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: back to back subcontracts: the option should be in the contract strategy and the answer should be yes (this leg of the flow chart was not necessary as all standard form contracts provide for back to back subcontracts)
- Complex works: you should distinguish between building and engineering works (refer comments above for straight forward works) and the distinction should carry through to the contract strategy and the pricing options
- There is no JBCC Short contract 
- The GCC, NEC and FIDIC short and simplified form contracts should only be used for simple projects no for complex projectsjNot the simplest diagramme to follow, I am not sure whether the core is in fact a flow chart nevertheless with some weaving it does provide the answers. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes or missing in the diagramme:
- There is no distinction between building and engineering works 
- Two lines on the right hand side are not matched.�There are a few mistakes. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: (refer to Slide 19) all contracts below JBCC are also suitable for building works
- Design and Build, Management Contract and Construction Management: not all the contracts you have indicated in your flow chart are suitable (refer to Slide 19 and Slide 20) Acceptable answer with a few mistakes. The flow chart is very longwinded and does not really offer a clear picture of available alternatives in a single sheet .The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form in the instance of JBCC the contract is the Minor Works  Agreement (MWA)
- Complex works: distinction between building and engineering works is in the incorrect place. JBCC I sonly suitable for building works but the balance are suitable for both building and engineering works.
- FIDIC Silver Book: there is no pricing strategy as it is an EPC/Turnkey Contract where the price is a lump sum price.
- Complex works: GCC 2015 is also suitable for cost reimbursable contractsmVery good effort with a few minor mistakes/omissions. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works back to back subcontracts: this leg of the flow chart was not necessary as all standard form contracts provide for back to back subcontracts
- Complex works: only JBCC is limited to building works all other standard form contracts (FIDIC suite and GCC) can be used for both building and engineering contracts (the jury is out on the use of GCC for a pure building contract)�Good effort with a few mistakes. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- Simple straightforward works: GCC20< 15 includes both a short and a simplified form 
- Complex works: only JBCC is limited to building works all other standard form contracts (FIDIC suite and GCC) can be used for both building and engineering contracts (the jury is out on the use of GCC for a pure building contract)
- Complex works: GCC 2015 is not known as the  Red Book  FIDIC is 
- Complex works design and build: FIDIC Yellow and Silver and NEC are suitable
- Complex works management contract: FIDIC silver and NEC suitable�Very good effort. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle). I would have placed the pricing strategy on the right hand side which would have allowed you to start the selection process either from the Contract Strategy or the Pricing Strategy.�Good effort with some mistakes and omissions. I would not have combined Contract Strategy with Pricing Strategy but placed one on the right hand side and one on the left hand side with the contract choices in the middle. This would have provided you the option of starting either from the Contract Strategy or the Pricing Options to narrow down your choices.
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- GCC includes simplified and short form contracts 
- Complex works: I assume JBCC would the PBA and not the MWA
- There are some options missing in the Contract Strategy where the design is not by the Employer and some mistakes: only option for construction management is NEC 5Very good analysis. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions.
Claim 1 Correct answer. 
Claim 2 Correct answer. 
Claim 3 Correct answer. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2)     
Claim 4 The Contractor has submitted a claim only for an extension of time for delays he experienced as a result of changes contained in revised drawings issued to him. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and delay (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work.�Please resubmit your answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, you response should follow the same rationale. 
Claim 1 Incorrect answer. 
Claim 2 Incorrect answer general strikes are not site specific and therefore are excepted risks. 
Claim 3 Incorrect answer, abnormal weather conditions are not excepted risks (force majeure is not part of the GCC 2015)
Claim 4 Correct answer but on what basis? OWhen you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim; submission of an inadequately documented claim that is refused because of the inadequacy of the documentation does not automatically entitle the contractor to any extension of the time within which the claim is to be sub<  mitted.   
Claim 1 Only one scenario is correct: the claim is time barred. 
Claim 2 You are correct in stating that not all strikes are Employer s risks, site specific strikes are deemed Contractor s risks unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.12.2.4). However the strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4.
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs (Clause 8.2.2). Although parties can agree in writing to deviate from the contract, there are no provisions in GCC for risk neutral events therefore the Contractor is either awarded an extension of time with P&Gs or is not awarded any extension of time at all. 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). �Very good analysis. Clause 10.1.3.1 also sets out some of the information that must be submitted with each claim; submission of an inadequately documented claim that is refused because of the inadequacy of the documentation does not automatically entitle the contractor to any extension of the time within which the claim is to be submitted.   
Claim 1 Correct. 
Claim 2 Not all strikes are Employer s risks, site specific strikes are deemed Contractor s risks unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.12.2.4). The strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk.
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�Very good analysis. 
Claim 1 Correct. 
Claim 2 The strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk. The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�Acceptable answer although your conclusions are at times incorrect. 
Claim 1 Correct. Note that the claim is not invalid it is time barred.
Claim 2 The strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication,<  otherwise it would not be an excepted risk. The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 The claim is a valid claim. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). I do not follow your rationale as the Contractor is submitting his claim in August and the revised drawings were issued on 31 July.  �Acceptable answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit.
Claim 1 Correct (contract clause numbers?) 
Claim 2 Correct (contract clause numbers?) the Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct (contract clause numbers?). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim (contract clause numbers?). The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�Very good answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit. The methodology you have set out at the end of your answer is very good, in practice you must make sure that when there are multiple claims you have sufficient time to address all of them with equal scrutiny and follow the process you have set out. It is advisable for you to agree the record keeping and record availability requirements with the Contractor at inception to reduce the time each one is required to spend submitting and assessing claims thereafter.     
Claim 1 Correct (contract clause numbers?) 
Claim 2 The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore<   the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).^Very good answer. 
Claim 1 Correct 
Claim 2 Correct. The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�Acceptable answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit. As the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair.       
Claim 1 Correct (contract clause numbers?) 
Claim 2 Correct (contract clause numbers?) The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct (contract clause number?). The Contractor can claim in terms of Clause 5.12.2.2 (abnormal climatic conditions). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work�Acceptable answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit. 
Claim 1 (contract clause number?). The claim is valid but time barred (Clause 10.1.1.1 and Clause 10.1.4) 
Claim 2 (contract clause number?). The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 (contract clause number?). The Contractor can claim in terms of Clause 5.12.2.2 (abnormal climatic conditions). <  The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. 
Claim 4 (contract clause number?). The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�Very good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct and when you deal with contracts you do not always deal with outcomes which are necessarily fair. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. Very good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The processes you have suggested are appropriate processes however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable.�Please resubmit your answer as it is inadequately detailed.  Amicable settlement is certainly an option however you need to set out the procedure as it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not al< ways what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The processes you have suggested are appropriate processes however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable.?Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The processes you have suggested are appropriate processes however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable.	Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in whic< h case a dispute is unavoidable. GCC2015 provides for Adjudication upon failure of the amicable settlement process; mediation is another form of an amicable settlement as it produces an outcome that is not binding on the parties unless the parties agree to be bound by it once they are aware of the mediator s opinion. An opinion which by agreement between the parties is binding before it is delivered to the parties is a de facto arbitration award and subject to substantively different rules of procedure. �Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is no different to the procedure you are assumed to have used in evaluating the Contractor s claim. GCC provides for amicable settlement as an option (Clause 10.4) however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The final process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable.�	Acceptable answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is no different to the procedure you are assumed to have used in evaluating the Contractor s claim. GCC provides for amicable settlement as an option (Clause 10.4) however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What i<  s contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The final step you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. Don t generalise in assuming that all Contractors submit frivolous claims, many don t and in fact only submit claims when their costs exceed what they can absorb. There is nothing sinister or untoward about a Contractor submitting a claim which the contract agreement provides for him to submit.    �Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is no different to the procedure you are assumed to have used in evaluating the Contractor s claim. GCC provides for amicable settlement as an option (Clause 10.4) however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The amicable process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Any process which by agreement between the parties is binding before the decision is delivered to the parties is a de facto adjudication or arbitration award; in the case of it being a de facto arbitration award the process is subject to substantively different rules of procedure. The final procedure you have considered is the best suited at avoiding disputes (not claims) and is not that dissimilar to what the NEC provides for. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. �Good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instanc<  e the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. Some of the processes you have suggested albeit through an independent third party may just rehash processes previously used by either party in submitting a claim or adjudicating the claim and may not necessarily produce an outcome that is accepted by both parties. You need to establish beforehand what your Employer is prepared to concede otherwise you or the third party may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes.~	Excellent and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is certainly extremely conducive to dispute avoidance however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you ar<  e doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. �
Good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. Once the Contractor has issued a notice of dissatisfaction and you have a mandate from your Employer to avoid a dispute you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. Be aware of the bigger picture as there are always trade-offs to be had in contract management and those are the ones you need to identify beforehand by using a process which is used in the NEC where potential claims are identified before they become claims and dispute avoidance mechanisms are put in place at that point in time and not as an ex post facto option/solution. As very simple example may be a claim for delays due to abnormal weather: the contractor may offer to lay 50mm of crushed stone and in doing so continue working without claiming for a delay. The trade-off is paying for the extra crushed stone versus paying for the extension of time. This type of outcome is what a risk reduction meeting is intended to produce.       �Acceptable answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. You are unlikely to avoid a dispute if you are going to use the same methodology used to evaluate the claim and reach the same conclusion. It is a presumption that you will have provided the Contractor with a fully reasoned decision as to why you have rejected his<  claim. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. Once the Contractor has issued a notice of dissatisfaction and you have a mandate from your Employer to avoid a dispute you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. Be aware of the bigger picture as there are always trade-offs to be had in contract management and those are the ones you need to identify beforehand by using a process which is used in the NEC where potential claims are identified before they become claims and dispute avoidance mechanisms are put in place at that point in time and not as an ex post facto option/solution. As very simple example may be a claim for delays due to abnormal weather: the contractor may offer to lay 50mm of crushed stone and in doing so continue working without claiming for a delay. The trade-off is paying for the extra crushed stone versus paying for the extension of time. This type of outcome is what a risk reduction meeting is intended to produce.       �Very good analysis. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions.
Claim 1 Correct answer. 
Claim 2 Correct answer. 
Claim 3 Correct answer. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2)     
Claim 4 The Contractor has submitted a claim only for an extension of time for delays he experienced as a result of changes contained in revised drawings issued to him. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and delay (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions.
Claim 1 I am not sure of your answer I presume you intended stating that the claim is time barred 
Claim 2 Correct answer. Not all strikes are Employer s risks site specific strikes are deemed Contractor s risks (Clause 8.3.1.4 only applies to persons who are not employees of the Contractor s or his Subcontractors) unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.12.2.4). 
Claim 3 Read through Clause 8.3, a flood is not an excepted risk it falls under Clause 5.12.2.2 (abnormal climatic conditions). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs<  associated with reinstating the works (Clause 8.2.2).      
Claim 4 The Contractor has submitted a claim only for an extension of time for delays he experienced as a result of changes contained in revised drawings issued to him. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and delay (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work.&
Excellent detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. Mediation is a form of amicable settlement as although conducted by an independent third party extraneous to the dispute it only produces and outcome if the parties are agreeable to be bound by the Mediator s opinion. An opinion which by agreement between the parties is binding before it is delivered to the parties is a de facto Arbitration award and subject to substantively different rules of procedure. In Adjudication the parties usually carry their own costs and share the Adjudicator s costs although they may request for the Adjudicator s costs to be part of the Adjudicator s ruling/decision.�Very good and detailed answer.
Claim 1 Correct. Note that the claim is not invalid it is time barred.
Claim 2 Correct. In South African common law the equivalent of force majeure is supervening impossibility of performance; the concept of not new it is just defined differently. The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause<   8.2.2). 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).�Excellent effort and clear to follow. I would not have combined Contract Strategy with Pricing Strategy but placed one on the right hand side and one on the left hand side with the contract choices in the middle. This would have provided you the option of starting either from the Contract Strategy or the Pricing Options to narrow down your choices.
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).Very good analysis (JBCC was not required). There are substantive difference between JBCC and GCC in awarding extensions of time, in fact between JBCC and all other standard form contracts. JBCC provides for six risk neutral items where the contractor is awarded time but not costs, whereas with GCC, FIDIC and NEC if the contractor is awarded and extension of time it is always with costs.   
Claim 1 Correct
Claim 2 Not all strikes are Employer s risks, site specific strikes are deemed Contractor s risks unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.12.2.4). This strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk.
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4  (the claim is for design changes as a result of revised drawings and not necessarily because of the addition of the Security Office) The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work.�Please resubmit your answer it is too  brief and insufficiently detailed. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The processes you have suggested albeit through an independent third party may ju<  st rehash processes previously used by either party in submitting a claim or adjudicating the claim and may not necessarily produce an outcome that is accepted by both parties. You need to establish beforehand what your Employer is prepared to concede otherwise you or the third party may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes.MPlease resubmit your answer, although it is clear to follow it i is incomplete and with a few mistakes. There is no distinction between simple and complex projects at the start of the flow chart. I would not have combined Contract Strategy with Pricing Strategy but placed one on the right hand side and one on the left hand side with the contract choices in the middle. This would have provided you the option of starting either from the Contract Strategy or the Pricing Options to narrow down your choices.
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- NEC is also suitable with design by contractor
- GCC includes simplified and short form contracts 
- Complex works: there are a couple of options missing in the Contract Strategy i..e. Management Contract and Construction Management ContractPlease enhance this answer as it is not correct. Read the question carefully: 
- you have rejected the Contractor s claim 
- the Contractor is dissatisfied with your decision 
- what steps are you going to take to avoid the disagreement from becoming a disputePlease enhance this answer as it is incomplete and there are a few mistakes. The portion of your chart regarding the contracting strategy is difficult to follow because many of the arrows do not align with the questions. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- There is no pricing strategy: Slide 19 does not include the pricing strategy which you should have added on the right hand side
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: GCC 2015 is not known as the  Red Book  FIDIC is 
- Complex works design and build: Only FIDIC Yellow and Silver and NEC are suitable
- Complex works management contract: FIDIC Yellow is not suitable
- Complex works construction management: Only NEC is suitablePPlease enhance your answer as it is incomplete and there are a few mistakes. The portion of your chart regarding the contracting strategy is not correct and some of the arrows do not align with the questions. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- There is no pricing strategy: Slide 19 does not include the pricing strategy which you should have added on the right hand side (as a flow chart and not a table as the question asked for a flow chart and not a table so that you not would simply copy the table from the presentation or the CIBD SFU)
- Contract Strategy: you have not made the distinction between simple straightforward works and complex works 
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: design by employer arrow missing:Please enhance your answer it is somewhat confusing and incomplete. The order of selection reflected in the flow chart should have been:
- Step 1 : simple or complex project
- Step 2: contracting strategy or pricing strategy
- Step 3: pricing strategy or contracting strategy depending on step 2
The subdivision into building or engineering project is a subfamily of step 1 and step 2.
The distinction between the various contract suite options on the basis of the contract and/or pricing strategy is not reflected in your flow chart. 
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle)�Please enhance your answer, although it is clear to follow it is incomplete and with quite a few mistakes. 
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is b<  y colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- Pricing Strategy is missing 
- GCC includes simplified and short form contracts 
- Complex works: there are many options missing in the Contract Strategy and in the work type e.g. FDIC suite is suitable for building contracts and so is the NEC suite.�Q1 Good effort with a few mistakes. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- GCC2004 has been superceded by GCC2015 with 3 other standard form contracts added to the GCC suite (ref. Slide 20)
- Simple straightforward works: JBCC, GCC, FIDIC and NEC can be used with or without BoQs. JBCC is not suitable for engineering works 
- Complex works: you should distinguish between building and engineering works (refer comments above for straight forward works) and the distinction should carry through to the pricing options
- Management contract: only NEC is suitable
- Cost reimbursable: GCC2015 is also suitable
Q2 Very good analysis. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions.
Claim 1 Correct answer. 
Claim 2 Correct answer. 
Claim 3 Correct answer. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2)     
Claim 4 The Contractor has submitted a claim only for an extension of time for delays he experienced as a result of changes contained in revised drawings issued to him. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and delay (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work.
Q3 Very good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct and when you deal with contracts you do not always deal with outcomes which are necessarily fair. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is p<  repared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable.  &Q1 Not the simplest diagramme to follow, I am not sure whether the core is in fact a flow chart nevertheless with some weaving it does provide the answers. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes or missing in the diagramme:
- There is no distinction between building and engineering works 
- Two lines on the right hand side are not matched.
Q2 Very good analysis. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions.
Claim 1 Correct answer. 
Claim 2 Correct answer. 
Claim 3 Correct answer. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2)     
Claim 4 The Contractor has submitted a claim only for an extension of time for delays he experienced as a result of changes contained in revised drawings issued to him. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and delay (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Very good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The processes you have suggested are appropriate processes however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. m
Q1 There are a few mistakes. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: (refer to Slide 19) all contracts below JBCC are also suitable for building works
- Design and Build, Manage<  ment Contract and Construction Management: not all the contracts you have indicated in your flow chart are suitable (refer to Slide 19 and Slide 20)
Q2 Please resubmit your answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, you response should follow the same rationale. 
Claim 1 Incorrect answer. 
Claim 2 Incorrect answer general strikes are not site specific and therefore are excepted risks. 
Claim 3 Incorrect answer, abnormal weather conditions are not excepted risks (force majeure is not part of the GCC 2015)
Claim 4 Correct answer but on what basis? 
Q3 Please resubmit your answer as it is inadequately detailed.  Amicable settlement is certainly an option however you need to set out the procedure as it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The processes you have suggested are appropriate processes however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. Q1 Good effort with a few minor mistakes. The portion of your chart on the left hand side is quite difficult to follow because of the many overlapping arrows. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- Complex works require sophisticated management techniques whereas simpler projects do not therefore the answers do not correlate with the question 
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: back to back subcontracts: the option should be in the contract strategy and the answer should be yes (this leg of the flow chart was not necessary as all standard form contracts provide for back to back subcontracts)
- Complex works: you should distinguish between building and engineering works (refer comments above for straight forward works) and the distinction should carry through to the contract strategy and the pricing options
- There is no JBCC Short contract 
- The GCC, NEC and FIDIC short and simplified form contracts should only be used for simple projects no for complex projects
Q2 When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions.
Claim 1 I am not sure of your answer I presume you intended stating that the claim is time barred 
Claim 2 Correct answer. Not all strikes are Employer s risks site specific strikes are deemed Contractor s risks (Clause 8.3.1.4 only applies to persons who are not employees of the Contractor s or his Subcontractors) unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.1<  2.2.4). 
Claim 3 Read through Clause 8.3, a flood is not an excepted risk it falls under Clause 5.12.2.2 (abnormal climatic conditions). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works (Clause 8.2.2).      
Claim 4 The Contractor has submitted a claim only for an extension of time for delays he experienced as a result of changes contained in revised drawings issued to him. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and delay (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work.
Q3 Please enhance this answer as it is not correct. Read the question carefully: 
- you have rejected the Contractor s claim 
- the Contractor is dissatisfied with your decision 
- what steps are you going to take to avoid the disagreement from becoming a dispute �Q1 Please enhance this answer as it is incomplete and there are a few mistakes. The portion of your chart regarding the contracting strategy is difficult to follow because many of the arrows do not align with the questions. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- There is no pricing strategy: Slide 19 does not include the pricing strategy which you should have added on the right hand side
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: GCC 2015 is not known as the  Red Book  FIDIC is 
- Complex works design and build: Only FIDIC Yellow and Silver and NEC are suitable
- Complex works management contract: FIDIC Yellow is not suitable
- Complex works construction management: Only NEC is suitable
Q2 When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim; submission of an inadequately documented claim that is refused because of the inadequacy of the documentation does not automatically entitle the contractor to any extension of the time within which the claim is to be submitted.   
Claim 1 Only one scenario is correct: the claim is time barred. 
Claim 2 You are correct in stating that not all strikes are Employer s risks, site specific strikes are deemed Contractor s risks unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.12.2.4). However the strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4.
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Note that care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs (Clause 8.2.2). Although parties can agree in writing to deviate from the contract, there are no provisions in GCC for risk neutral events therefore the Contractor is either award<  ed an extension of time with P&Gs or is not awarded any extension of time at all. 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). 
Q3 Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The processes you have suggested are appropriate processes however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. Q1 Acceptable answer with a few mistakes. The flow chart is very longwinded and does not really offer a clear picture of available alternatives in a single sheet .The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form in the instance of JBCC the contract is the Minor Works  Agreement (MWA)
- Complex works: distinction between building and engineering works is in the incorrect place. JBCC I sonly suitable for building works but the balance are suitable for both building and engineering works.
- FIDIC Silver Book: there is no pricing strategy as it is an EPC/Turnkey Contract where the price is a lump sum price.
- Complex works: GCC 2015 is also suitable for cost reimbursable contracts
Q2 Very good analysis. Clause 10.1.3.1 also sets out some of the information that must be submitted with each claim; submission of an inadequately documented claim that is refused because of the inadequacy of the documentation does not automatically entitle the contractor to any extension of the time within which the claim is to be submitted.   
Claim 1 Correct. 
Claim 2 Not all strikes are Employer s risks, site specific strikes are deemed Contractor s risks unless the contractor can prove that it is a disruption entirely beyon<  d his control (Clause 5.12.2.4). The strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk.
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. GCC2015 provides for Adjudication upon failure of the amicable settlement process; mediation is another form of an amicable settlement as it produces an outcome that is not binding on the parties unless the parties agree to be bound by it once they are aware of the mediator s opinion. An opinion which by agreement between the parties is binding before it is delivered to the parties is a de facto arbitration award and subject to substantively different rules of procedure.  �Q1 Very good effort with a few minor mistakes/omissions. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works back to back subcontracts: this leg of the flow chart was not nec< essary as all standard form contracts provide for back to back subcontracts
- Complex works: only JBCC is limited to building works all other standard form contracts (FIDIC suite and GCC) can be used for both building and engineering contracts (the jury is out on the use of GCC for a pure building contract)
Q2 Very good analysis (JBCC was not required). There are substantive difference between JBCC and GCC in awarding extensions of time, in fact between JBCC and all other standard form contracts. JBCC provides for six risk neutral items where the contractor is awarded time but not costs, whereas with GCC, FIDIC and NEC if the contractor is awarded and extension of time it is always with costs.   
Claim 1 Correct
Claim 2 Not all strikes are Employer s risks, site specific strikes are deemed Contractor s risks unless the contractor can prove that it is a disruption entirely beyond his control (Clause 5.12.2.4). This strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk.
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4  (the claim is for design changes as a result of revised drawings and not necessarily because of the addition of the Security Office) The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work.
Q3 Excellent detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Amicable settlement is certainly an option however it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute i<  s unavoidable. Mediation is a form of amicable settlement as although conducted by an independent third party extraneous to the dispute it only produces and outcome if the parties are agreeable to be bound by the Mediator s opinion. An opinion which by agreement between the parties is binding before it is delivered to the parties is a de facto Arbitration award and subject to substantively different rules of procedure. In Adjudication the parties usually carry their own costs and share the Adjudicator s costs although they may request for the Adjudicator s costs to be part of the Adjudicator s ruling/decision. �Q1 Good effort with a few mistakes. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: only JBCC is limited to building works all other standard form contracts (FIDIC suite and GCC) can be used for both building and engineering contracts (the jury is out on the use of GCC for a pure building contract)
- Complex works: GCC 2015 is not known as the  Red Book  FIDIC is 
- Complex works design and build: FIDIC Yellow and Silver and NEC are suitable
- Complex works management contract: FIDIC silver and NEC suitable
Q2 Very good analysis. 
Claim 1 Correct. 
Claim 2 The strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk. The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is no different to the procedure you are assumed to have used in evaluating the Contractor s claim. GCC provides for amicable settlement as an option (Clause 10.4) however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Reh<  ashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The final process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. �Q1 Please enhance your answer as it is incomplete and there are a few mistakes. The portion of your chart regarding the contracting strategy is not correct and some of the arrows do not align with the questions. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- There is no pricing strategy: Slide 19 does not include the pricing strategy which you should have added on the right hand side (as a flow chart and not a table as the question asked for a flow chart and not a table so that you not would simply copy the table from the presentation or the CIBD SFU)
- Contract Strategy: you have not made the distinction between simple straightforward works and complex works 
- Simple straightforward works: GCC2015 includes both a short and a simplified form 
- Complex works: design by employer arrow missing
Q2 Acceptable answer although your conclusions are at times incorrect. 
Claim 1 Correct. Note that the claim is not invalid it is time barred.
Claim 2 The strike was a general strike i.e. the Contractor can claim in terms of Clause 8.3.1.4 (excepted risks) and would not be required to prove that it was beyond his control as it is by implication, otherwise it would not be an excepted risk. The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 The claim is a valid claim. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). I do not follow your rationale as the Contractor is submitting his claim in August and the revised drawings were issued on 31 July.  
Q3 Acceptable answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has mater<  ialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is no different to the procedure you are assumed to have used in evaluating the Contractor s claim. GCC provides for amicable settlement as an option (Clause 10.4) however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The final step you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable. Don t generalise in assuming that all Contractors submit frivolous claims, many don t and in fact only submit claims when their costs exceed what they can absorb. There is nothing sinister or untoward about a Contractor submitting a claim which the contract agreement provides for him to submit.     <Q1 Very good effort. The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle). I would have placed the pricing strategy on the right hand side which would have allowed you to start the selection process either from the Contract Strategy or the Pricing Strategy.
Q2 Very good and detailed answer.
Claim 1 Correct. Note that the claim is not invalid it is time barred.
Claim 2 Correct. In South African common law the equivalent of force majeure is supervening impossibility of performance; the concept of not new it is just defined differently. The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on th<  e contractor s shoulders).
Q3 Very good and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is no different to the procedure you are assumed to have used in evaluating the Contractor s claim. GCC provides for amicable settlement as an option (Clause 10.4) however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The amicable process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Any process which by agreement between the parties is binding before the decision is delivered to the parties is a de facto adjudication or arbitration award; in the case of it being a de facto arbitration award the process is subject to substantively different rules of procedure. The final procedure you have considered is the best suited at avoiding disputes (not claims) and is not that dissimilar to what the NEC provides for. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes.  �Q1 Please enhance your answer it is somewhat confusing and incomplete. The order of selection reflected in the flow chart should have been:
- Step 1 : simple or complex project
- Step 2: contracting strategy or pricing strategy
- Step 3: pricing strategy or contracting strategy depending on step 2
The subdivision into building or engineering project is a subfamily of step 1 and step 2.
The distinction between the various contract suite options on the basis of the contract and/or pricing strategy is not reflected in your flow chart. 
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle)
Q2 Acceptabl<  e answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit.
Claim 1 Correct (contract clause numbers?) 
Claim 2 Correct (contract clause numbers?) the Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).The Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct (contract clause numbers?). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim (contract clause numbers?). The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. Some of the processes you have suggested albeit through an independent third party may just rehash processes previously used by either party in submitting a claim or adjudicating the claim and may not necessarily produce an outcome that is accepted by both parties. You need to establish beforehand what your Employer is prepared to concede otherwise you or the third party may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. �Q1 Excellent effort and clear to follow. I would not have combined Contract Strategy with Pricing Strategy but placed one on the right hand side and one on the left hand side with the contract choices in the middle. This would have provided you the option of starting either from the Contract Strategy or the Pricing Options to narrow down your choices.
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 < cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
Q2 Very good answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit. The methodology you have set out at the end of your answer is very good, in practice you must make sure that when there are multiple claims you have sufficient time to address all of them with equal scrutiny and follow the process you have set out. It is advisable for you to agree the record keeping and record availability requirements with the Contractor at inception to reduce the time each one is required to spend submitting and assessing claims thereafter.     
Claim 1 Correct (contract clause numbers?) 
Claim 2 The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. Care of the works is a Contractor s risk (Clause 8.2) therefore the Contractor cannot claim for costs associated with reinstating the works over and above the P&G costs granted for the extension of time (Clause 8.2.2). 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Excellent and detailed answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. The procedure you have set out is certainly extremely conducive to dispute avoidance however for it to be successful it involves finding a solution which both parties accept bearing mind that the contractor does not agree with his claim having been rejected and you have rejected it because you are of the opinion that is not a valid claim. Rehashing the rationale in your decision may in fact not produce any results as your decision is supposed to be a reasoned one to start off with. Bridging the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The process you have suggested is an appropriate process however you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be < implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes.  Q1 Good effort with some mistakes and omissions. I would not have combined Contract Strategy with Pricing Strategy but placed one on the right hand side and one on the left hand side with the contract choices in the middle. This would have provided you the option of starting either from the Contract Strategy or the Pricing Options to narrow down your choices.
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- GCC includes simplified and short form contracts 
- Complex works: I assume JBCC would the PBA and not the MWA
- There are some options missing in the Contract Strategy where the design is not by the Employer and some mistakes: only option for construction management is NEC 
Q2 Very good answer. 
Claim 1 Correct 
Claim 2 Correct. The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct. The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. 
Claim 4 The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Good answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. Once the Contractor has issued a notice of dissatisfaction and you have a mandate from your Employer to avoid a dispute you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successf< ul project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. Be aware of the bigger picture as there are always trade-offs to be had in contract management and those are the ones you need to identify beforehand by using a process which is used in the NEC where potential claims are identified before they become claims and dispute avoidance mechanisms are put in place at that point in time and not as an ex post facto option/solution. As very simple example may be a claim for delays due to abnormal weather: the contractor may offer to lay 50mm of crushed stone and in doing so continue working without claiming for a delay. The trade-off is paying for the extra crushed stone versus paying for the extension of time. This type of outcome is what a risk reduction meeting is intended to produce.        }Q1 Please enhance your answer, although it is clear to follow it is incomplete and with quite a few mistakes. 
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- Pricing Strategy is missing 
- GCC includes simplified and short form contracts 
- Complex works: there are many options missing in the Contract Strategy and in the work type e.g. FDIC suite is suitable for building contracts and so is the NEC suite.
Q2 Acceptable answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit. As the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair.       
Claim 1 Correct (contract clause numbers?) 
Claim 2 Correct (contract clause numbers?) The Contractor can claim as a general strike is an excepted risk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 Correct (contract clause number?). The Contractor can claim in terms of Clause 5.12.2.2 (abnormal climatic conditions). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. 
Claim 4 The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders). Your discussion regarding variation orders is correct but not necessarily relevant to this claim; a variation order may in fact also result in less work
Q3 Acceptable answer. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. You are u<  nlikely to avoid a dispute if you are going to use the same methodology used to evaluate the claim and reach the same conclusion. It is a presumption that you will have provided the Contractor with a fully reasoned decision as to why you have rejected his claim. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. Once the Contractor has issued a notice of dissatisfaction and you have a mandate from your Employer to avoid a dispute you need to establish beforehand what your Employer is prepared to concede otherwise you may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. Be aware of the bigger picture as there are always trade-offs to be had in contract management and those are the ones you need to identify beforehand by using a process which is used in the NEC where potential claims are identified before they become claims and dispute avoidance mechanisms are put in place at that point in time and not as an ex post facto option/solution. As very simple example may be a claim for delays due to abnormal weather: the contractor may offer to lay 50mm of crushed stone and in doing so continue working without claiming for a delay. The trade-off is paying for the extra crushed stone versus paying for the extension of time. This type of outcome is what a risk reduction meeting is intended to produce.        Q1 Please resubmit your answer, although it is clear to follow it i is incomplete and with a few mistakes. There is no distinction between simple and complex projects at the start of the flow chart. I would not have combined Contract Strategy with Pricing Strategy but placed one on the right hand side and one on the left hand side with the contract choices in the middle. This would have provided you the option of starting either from the Contract Strategy or the Pricing Options to narrow down your choices.
The rationale behind this question was for you to use the M3.P07 presentation Slide 20 and adding the distinction between building and engineering works to the table in Slide 20. The flow chart that you were required to construct is similar to the flowchart in Slide 19 (extracted from CIDB SFU) but adding to the flow chart the pricing strategy as per table in Slide 20. The simplest way of doing this is by colour coding the Slide 20 cells that correspond to a yes or a no as you go along (the SFU flow chart works on the bubble sort principle).
The following are mistakes/omissions in the flow chart :
- NEC is also suitable with design by contractor
- GCC includes simplified and short form contracts 
- Complex works: there are a couple of options missing in the Contract Strategy i..e. Management Contract and Construction Management Contract
Q2 Acceptable answer. When you reply to a Contractor s claim you must always make reference to the contract clauses on which you rely in your response, in other words you must provide a reasoned response to avoid as much as practicably possible disagreement with your decisions. Clauses 10.1.1 and 10.1.3.1 set out the information that must be submitted with each claim, your response should follow suit. 
Claim 1 (contract clause number?). The claim is valid but time barred (Clause 10.1.1.1 and Clause 10.1.4) 
Claim 2 (contract clause number?). The Contractor can claim as a general strike is an excepted ri<�sk (Clause 8.3.1.4).Site specific strikes are generally deemed Contractor s risks however the Contractor could be suited to use Clause 5.12.2.4 if the strike was a site specific strike and the Contractor was attempting to prove that it was a disruption entirely beyond his control.  
Claim 3 (contract clause number?). The Contractor can claim in terms of Clause 5.12.2.2 (abnormal climatic conditions). The Contract Data would include rainfall records and the formula to be used for calculating additional time that can be claimed. 
Claim 4 (contract clause number?). The claim is a valid claim. The contractor can claim in terms of Clause 2.3.1 and/or Clause 5.12.2.1 provided he can prove that the revised drawings resulted in additional work and/or delay or both (the onus of proving that the revised drawings resulted in delay because of additional work rests squarely on the contractor s shoulders).
Q3 Please resubmit your answer it is too  brief and insufficiently detailed. The NEC provides probably one of the best methodologies for avoiding conflict (early warnings and risk reduction meetings) however in this instance the rejection of the Contractor s claim is what has triggered the disagreement i.e. the risk has materialised and a process to reduce its effects was not implemented at inception. The rationale of early warnings and risk reduction meetings is precisely to avoid conflict (deal with the symptoms first before the sickness sets in) as the risks are identified beforehand as well as the methodologies to best deal with them therefore mostly avoiding claims on which there may be disagreement after the claim has been submitted. Finding a solution which both parties accept to bridge the divide between Contractor s  wants  and Employer s concessions is not always that simple or straight forward. What is contractually fair is not always what is contractually correct; as the Employer s Agent you would be expected to make decisions which are contractually correct and not necessarily contractually fair. The Employer may decide to overrule your decision and decide to apply contractual fairness as opposed to contractual conformity to the decision (this is frequently the case in time barred claims) but as a rule your duty is to apply contractual conformity and not contractual fairness. The processes you have suggested albeit through an independent third party may just rehash processes previously used by either party in submitting a claim or adjudicating the claim and may not necessarily produce an outcome that is accepted by both parties. You need to establish beforehand what your Employer is prepared to concede otherwise you or the third party may be attempting to find a solution which cannot be implemented in which case a dispute is unavoidable and all you are doing is delaying the inevitable. Whilst the Contractor does not necessarily have to be your friend a successful project is usually the result of a combined effort where synergies are exploited for the benefit of both Contractor and Employer. Any one sided approach to contract management will inevitably result in a contract fraught with disputes. ��������EX��&=P��BU��@S��5H��	*�		L_
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