CHAPTER 7

CONTRACT ADMINISTRATION
CONSTRUCTION MANAGEMENT JUMPSTART
SECOND EDITION
BARBARA J. JACKSON
CHAPTER 7
CONTRACT ADMINISTRATION
TOPICS TO BE DISCUSSED:

• What is Contract Administration?

• Contract Administrator
• Partnering
• Coordinating Construction Details
• Information Flow
• Getting Paid!
• Schedule Issues and Making Changes
• When Things Go Wrong
• Applying Technology
CONTRACT ADMINISTRATION IS ALL ABOUT MANAGING THE
BUSINESS DETAILS AND RELATIONSHIPS.

Considering all of the general conditions, supplemental conditions

and specifications associated with the contract, we can all agree that
it is indeed a challenge.
Every statement and every clause in the contract sets forth rules,
regulations, and procedures for every aspect of the construction.
Contract administration, is, the management of the contract between the employer,
or client, and the building contractor.  A contract administrator or employer’s agent is
required to manage, negotiate, support and execute the contract process.
Contract administration formally starts when the building contractor is hired to
deliver the building project and associated works. The contract administration phase
is all-inclusive and covers everything from:
•Construction
•Procurement
•Subcontracting
•Installation
•Engineering
•Commissioning
•Handovers
•Rectification
•Final financial close of the project
CONTRACT ADMINISTRATION VS CONTRACT MANAGEMENT
The terms contract management and contract administration are often confused for one
another or used interchangeably, but they actually represent different phases of the overall
contracting process. To state it as simply as possible, contract administration is the work
done before a contract is signed into effect and contract management covers everything
done after signing to ensure that deliverables and deadlines are adhered to as outlined in the
agreement.

Contract lifecycle management (CLM) is the

management of an organization’s contracts
from initiation through execution,
performance and renewal/expiry.

Understanding and automating CLM can also

limit an organization’s exposure to risk by
reducing missed obligations and increasing
compliance with legal requirements.
Contract Administrator
The role of a contract administrator (CA) is broad, but the most basic definition is
managing the contract between the employer and the building contractor.
Contract administration is required from the contract award stage and continues
throughout until contract closeout or termination.
The role of a CA was originally, usually, carried out by the architect, however
projects team roles have widened to include that of a project manager who often
carries out the role, or it may be a role in its own right, depending on the size and
complexity of the project. The contract administrator may be from a number of
professions, including project managers, engineers, architects, building surveyors
and quantity surveyors.
A contract administrator is responsible for administering the terms of a building
contract between the parties involved. While the role is quite broad, a contract
administrator requires a high level of accountability and responsibility. The day-to-
day responsibilities and requirements of a contract administrator may vary
depending on the type and size of the project and the location.
Preconstruction Meeting
The purpose of this initial meeting is to establish the rules by which the game is to be
played and to clarify the lines of authority and communication.
The agenda of this meeting usually covers all the items listed in the general conditions and
supplemented conditions of the contract.
This preconstruction meeting is an opportunity for parties to be introduced and primary
relationships to be established.
Here are the sample topics for discussion during Preconstruction Meeting:
• Introduction and Accountabilities
• Mobilization and Logistics
• Construction Coordination Issues
• Schedule Issues
• Payment Issues
• Change order and extra works
• Dispute Issues
• Completion Procedure
Contract Administration Function
Contract administration has to do with the management of the details and information
presented in the general and supplemental conditions of the contract and at the
preconstruction meeting.
The need of for a clear and accurate paper trail in construction is paramount, and the
individual in charged with the contract administration duties must be particularly
dedicated to the chore if the job is to move along smoothly.
The contract administration function is very important to the overall success of the
project even if it has little contributions to the actual bricks and sticks of the building.
Keeping up with all the paperwork and red tape of the contract is a real challenge and
cannot be taken lightly. Failure to establish a proper contract administration can result to
a worst case scenario –lawsuit.
The contractor must train all of his management personnel in good administrative
practices.
Best Practices For Contract Administration
1. Define the scope and deliverables. The first step to ensuring a successful contracting
process is to clearly lay out expectations, including the scope and deliverables. Scope
creep is a common issue that can derail any contract, so including in writing exactly what
the contract does and does not cover will help keep the contract on track.
2. Include a detailed timeline. It may sound like a given, but contract administration plans
should include a detailed timeline accounting for every important milestone throughout
the life of the contract, including project start and end dates, deadlines for deliverables,
and progress updates.
3. Sort out finances. To avoid contract disputes and maintain positive relationships
between both parties, everyone involved in the contract administration process should
know the financial terms of the agreement, including the value of the contract, payment
intervals, and the process to address the need for any additional expenses (depending
on the type of contract).
Best Practices For Contract Administration
4. Plan the work. To ensure transparency and accountability, the plan should include
details about how the contract deliverables will be executed, including the people who
will be working on each part of the agreement (including both internal and third-party
personnel, if applicable). Having a plan for measuring success throughout the life of the
contract will keep both parties aligned and allow for course correction if needed.
5. Anticipate the risks. Every contract comes with risk, but putting plans in place to account
for those risks can prevent the contract from failing. Outline the most likely risks for each
agreement and the steps that should be taken in the event those events actually
happen. Building in some flexibility for timelines and budgets will allow for minor,
unexpected delays or problems to be taken in stride and prevent the contract (and
potentially the relationship) from suffering significantly.
PARTNERING
A team-building technique calling upon the parties to the construction contract to
establish a common set of project goals and objectives and develop mutually acceptable
protocol for communication and conflict resolution through formal agreement.
The reality of the traditional owner-designer-contractor relationship is this: the
environment can often turn antagonistic and adversarial. The intent of partnering is to
gather together all shareholders to establish and create a win-win situation for all
involved.
The key to partnering is to embrace it as a process; it is an everyday practice that need to
be maintained and monitored throughout the duration of the project.
PARTNERING
Associated General Contractors of America (AGC) defines seven essential elements of
partnering for it to be successful:
1. Commitment to partnering by the top management of every organization involved
in the project.
2. Equity in considering all stakeholders’ interests to create shared goals and
commitment by all stakeholders.
3. Trust among all parties through personal relationships and open-communication,
with mutual sharing and understanding of each party’s risks and goals
4. A partnering charter developed jointly by all parties that identifies specific mutual
goals and objectives.
5. Implementation of mutual goals and a mechanism for problem solving.
6. Continuous evaluation based on the goals to ensure that the plan is proceeding as
intended and all stakeholders are carrying their share responsibilities.
7. Timely resolution of all disputes at the lowest level possible during the project.
The very first task in contract administration is to create a contact list/directory for
every single person associated with the project. It is also wise to create a
responsibility matrix as a quick reference for everyone on the project team.

The one sure thing

in construction is
that problems are
going to arise every
single day. So, a
responsibility matrix
will make sure that
problems will be
addressed quickly
by knowing who to
ask for help.
COORDINATING CONSTUCTION
DETAILS

The amount of information that must be processed on a construction project is

tremendous. It is probably one of the biggest and most arduous challenges of the job and
one of the primary contract administration functions.
There are literally thousands of bits of information and approvals pertaining to the
construction that must be checked and rechecked, clarified and confirmed.
For that reason, there are two key process tools that are widely used to track all of the
inquiries, decisions, and approvals that occur during the construction process.
1. Request for Information (RFI)
2. Submittals
REQUEST FOR INFORMATION
(RFI)
A Request For Information (RFI) is a written request for clarification regarding the details
presented in the plans and specifications. The requests are usually made by
subcontractors to the general contractors to consultants.

RFIs primarily stem from questions

regarding the details of the design. They
often originate from a subcontractors
needing information or clarification from
the designer to keep working. Most
general contractors develop their own RFI
forms and require their subcontractors to
use the same form.

RFI is often urgent in nature,

unfortunately, the RFI process is slow and
a real source of frustration and delays.
REQUEST FOR INFORMATION
(RFI)
Types of Construction RFIs

Design Coordination: These RFIs involve organizing,

communicating, and coordinating the design and associated
documents among project participants.
Construction Coordination: This category of RFI covers
requests to organize and coordinate construction-related
procedures, schedules, and safety items.

Constructability Issues: These RFIs arise when the

construction document articulates a detail or design that the
contractor deems infeasible.
Timing and Phasing: RFIs of this type occur when the builder
needs to change the sequence of construction activities due
to resource or labor constraints.
REQUEST FOR INFORMATION
(RFI)
Types of Construction RFIs

Design Change: These RFIs seek to revise the design in order

to facilitate construction or fix a construction mistake.

Design Clarification: With this kind of RFI, the requester

seeks more information about the design in order to better
understand its details and how they relate to the project.

Change in Method or Process: This category of RFI arises

when the contractor wants to change a specified building or
installation technique.
Deleted Scope: These RFIs seek to remove work from the
project.

Incomplete Plans or Specs: This type of RFI points out errors

or omissions in the plans and specifications.
Material Change: With this type of RFI, the requester seeks
to use a different material than the construction documents
specify.
REQUEST FOR INFORMATION
(RFI)
Types of Construction RFIs

Site Conditions: These RFIs emerge when builders discover

a discrepancy between the description of site conditions in
the construction documents and the actual site conditions.

Utility Conflict: Use this type of RFI when utility lines (such
as water pipes or power wires) stand in the way of
proceeding with construction as originally planned.

Value Engineering: This category of RFI seeks to make

changes for the purpose of reducing cost, improving
efficiency, or enhancing quality.
Other Issues: This category covers any other types of RFI
that might come up, such as requests related to warranties,
certifications and inspections, penalties, and non-design
documents.
RFI Best Practices
• Cover RFI Procedures in Contracts: In contracts, stipulate a workflow for RFIs.
Define RFI-related terms and circumstances, including what constitutes a valid RFI,
so that all stakeholders have a common understanding. Make sure all project
participants, especially those in the field, implement the RFI system. Create a
standard RFI format for the project. Additionally, institute a time limit for
designers to respond to RFIs (when outlining this particular procedure, give
designers the option of explaining why they might need more time).

• Categorize RFIs by Importance: Consider instituting a system that ranks RFIs by

level of importance or urgency. A 2016 RFI case study for the Associated Schools
of Construction found that implementing such a system had the potential to
decrease the response time for high-priority RFIs. Similarly, make sure you have a
system for escalating unresolved RFIs, especially as they pile up. To increase the
visibility of such a backlog, you can include the number of outstanding RFIs on
your project status updates.
Submittals
Submittals are similar to RFIs but are processed with different purpose. Submittals contain
information concerning products and equipment that are to be used in the building of the
project. Submittals may contain data, samples, details, colors and product literature
required by the teams of the contractor to be presented to the architect by the contractor
for approval prior to ordering and installing them.
Submittals play a crucial role in the building process, as they help ensure the following:
• Building systems, such as elevators and ventilation, have the right utility connections
and structural support.
• Pre-fabricated items are ordered correctly.
• Working conditions are safe for construction personnel.
• The completed structure matches the design and specifications set by architects and
engineers.
• The building is safe for its occupants and its intended use.
• The project succeeds in meeting its cost, quality, and schedule objectives.
Submittals Each submittal must clearly identify the
part of the building to which it pertains.
The design team is responsible for
approving the submittals and making sure
the materials selected comply with the
requirements laid out in the construction
documents and meet the use and
performance needs of the design.
The designer or consultant who works on
the building system in question reviews
the submittal and makes any comments
or request changes. It then goes to the
supervising architect or engineer. Each
reviewer checks the submittal for
compliance with the construction
documents and the quantity and
installation requirements.
Submittals

Because a shop drawing that is not

designated as “rejected” is considered
approved, architects and engineers
must properly label the outcome of
every review. Some common submittal
results include reviewed, approved,
rejected, revise, or resubmit.
Types of Construction Submittals
Shop Drawings: These are the most common
type of submittal. The American Institute of
Architects defines shop drawings as “drawings,
diagrams, schedules, and other data
specifically prepared for the work by the
contractor or a subcontractor, manufacturer,
supplier, or distributor to illustrate some
portion of the work.”
While the term shop drawing technically
encompasses other information beyond
images, most construction professionals think
of shop drawings as drawings. These detailed
drawings are different than the plans produced
in the design phase, and true design work
should not happen through the submittal
process.
Shop drawings include quantities, dimensions,
and performance and design characteristics, as
well as other data
Types of Construction Submittals
Product Data: This provides information about
building materials, including dimensions,
manufacturer, model, quantity, use and
performance characteristics, finish, warranty
details, and more. Submittal data may be critical
to documenting compliance with standards for
origin of materials (such as using American-
made steel) or for buying a percentage of
project components from women and minority-
owned businesses. These standards are
generally found on government projects.

Mock up: It is a physical models or small

samples constructed to allow the architect and
owner to review the appearance and function of
materials, colors, textures, and other aesthetics
features before incorporating them into the
actual project.
Types of Construction Submittals

Other kinds of construction submissions are

also sometimes called submittals but serve
a different purpose than illustrating
materials. These would include action
submittals, informational submittals,
submittals at project closeout, submittals on
maintenance materials, a quality control
assessment plan, an accident prevention
plan, schedules, budgets, and more.
The Information Flow
RFIs, submittals, shop drawings must all be routed
up and down a similar approval chain. As with any
associated process, the actions (or inactions) of
one party clearly the actions of another. A
bottleneck at any one of the stops along the way
will most likely mean a delay in the work progress.
The ability to expedite the process will increase
the overall reliability of both the schedule and the
budget. But whenever contractors decide to go
forward without proper authorization, as they
sometimes do, they are taking risk that could
backfire on them. On the other hand, if works is
held up while they wait for authorization, the
consequences could be even worse.
It is a constant struggle between trying to
maintain the schedule while dealing with
administrative requirements that can drive you
crazy.
Getting Paid
One of the most important contract administration
functions from contractor’s perspective is getting
paid on time.
There is a formal payment request process involved
that must be followed to the letter, otherwise, the
payment request may be kicked backed to the
contractor, delaying receipt of the payment by a
whole billing cycle. Missing even one payment cycle
can cause severe cash flow problems, especially for
smaller contractors or subcontractors and can even
jeopardize the solvency of a company.
The perception is that all of this money is collected
month after month and just sits around somewhere
in a special contractor account, unfortunately, the
reality is that the money is just passing through the
company accounts –coming in one end and going
out the other.
Getting Paid

On monthly basis , there is actually little or

no revenue being retained during
construction. The payments made by the
owner to the contractors are being passed
directly on to the subcontractors doing the
work and to the vendors and suppliers
providing the material on a monthly basis.
I hope you can see how critical it is for
payment requests to be handled correctly.
Sloppy administrative work here means
big trouble, especially on those
multimillion-peso jobs.
Payment Request Process
Requests for payment are made by the
contractor to the owner via the architect on
monthly basis. The project manager or
contract administrator is usually responsible
for compiling the request. The payment is
due by the certain day each month, usually at
the end of the month, that means the project
manager must determine a cutoff date by
which the project manager must receive all
bills from the subcontractors and vendors,
and payroll data for self-performed work, in
order the submittal deadline.
In instances where the owner’s payment to
the contractor is delayed, it is important that
the contractor must pay their subcontractors
and vendors anyway.
Payment Request Process The official payment request requires three
specific documents:
The schedule of values is a start-to-finish list of
work items on a project that represent the entire
project from beginning to end and the entire
contract price. The work items are broken down
into their component parts with their
corresponding values. The schedule represents
the project budget derived from the original
estimate.
The schedule of values is one of the
administrative submittals that must be
approved by the architect very early on, before
the construction actually begins. The schedule
of values provide the benchmark measure for
each payment throughout the project duration.
Every payment is a reflection of the percentage
complete for each scope of work.
Payment Request Process
The official payment request requires
three specific documents:
The pay request continuation sheet is
a full breakdown of all work and
materials that a contractor provides to
a project. It separates the entire
contract sum into portions of work,
using the schedule of values as a base.
This is a useful supplement to provide
the necessary details to get approval
on a payment application.
This form is simply a continuation of
the schedule of values, tracking
previous payments and change orders
as well as identifying the current
payment due.
Payment Request Process
The official payment request requires three
specific documents:
The application for payment is a document
(or collection of documents) sent on a
construction project to summarize work. It
is similar to an invoice, but requires a bit
more information. It includes much more
information and supporting documentation.
The payment for application generally
serves as an invoice; once the architect or
other party certifies it, they will submit
payment.
The American Institute of Architects
publishes a standard application for
payment form called an application and
certificate for payment (AIA Form G702).
Payment Request Process
Retainage
A certain percentage of money owed to
the contractor for work progress that is
held back by the owner to encourage
completion of project.
It is an amount of money that is commonly
withheld from each payment as an
incentive for the contractor to complete
the project, including all of the final
paperwork and submittals at the end of
the project. The release of the retainage is
tied to substantial completion.
It commo practice for general contractor to
impose retainage on their subcontractors.
The Final Payment
The job is not complete until all the paperwork and final submittals have
been delivered to the architect. Only then, the final payment released. The
typical contract documentation needed to wrap up the job includes the
following:
• As-built drawings
• Operation and maintenance manuals
• Product and equipment warranties
• Test Reports
• Surplus Materials
• Permits
• Lien Waivers
These final little details usually leave a lasting impression. If it goes smoothly
and is completed in a timely fashion, the owner will remember how efficient
and expeditious you were. However, if not, they will remember you the
worst. So, it is important to start strong and finish strong!
Schedule Issues
The construction industry relies on the three-
legged stool –time, cost, and quality. And most of
the issues that affects directly to the success of
the project is TIME. There are many scenarios
where the construction schedule becomes the all-
important issue in the process. The completion
dates are critical and the work must be done.
Types of Schedule Delays
• Critical Delays (or non-Critical Delays)
• Excusable / Non-Excusable Schedule Delays
• Compensable Delays
• Concurrent Delays
All delays in a Construction schedule can have an
impact to the project, whether it be to the cost, to
the schedule or to the reputation of those
involved.
 A Stick or A
Carrot
LIQUIDATED DAMAGES
Liquidated damages are an amount of
money, agreed upon by the parties at the
time of the contract signing, that
establishes the damages that can be
recovered in the event a party breaches
the contract. The amount is supposed to
reflect the best estimate of actual
damages when the parties sign the
contract. These usually apply to a specific
type of breach, and in construction, it is
frequently the failure to complete work
on time.
When an owner opts to utilize this
technique, it is presented in the contract
documents right up front so the bidding
contractors are well aware of it.
PROJECT INCENTIVES
Project incentives have a tendency to
motivate more than techniques perceive as
penalties. One of the most common
approaches is to reward contractors with
certain financial benefit if they complete the
job before the dedicated completion date –
sort of like a reverse liquidated damages.
Furthermore, this concept could develop to
create incentives around any number of
factors, such as safety, workmanship,
quality, or value engineering. When you
have the whole team committed to superior
performance, you really have the potential
for extraordinary results.
Making Changes
It is extremely rare to find a project that is built exactly as it was originally designed without
any changes. It is virtually impossible to present every detail needed to construct a complex
(or even simple) project in standard set of plans.
But remember, the contractor bid on the job per plans and specs so when deficiencies are
noticed, contractors are entitled to extra compensation for correcting the errors or
completing the missing details.

Change order is the standard procedure used to instigate and managing these changes. It is a
document used to alter the original agreement on a construction project. It details the
changes in the scope of work, cost, and schedule that are required.
In many instances, the construction contract dictates the change order process. The contract
should provide specific guidelines on how to manage and process the change order.
Change orders will not only alter the project scope and schedule, but they can also affect a
contractor’s liability and put their payment at risk.
Change Order
If the contract doesn’t specify the change order
to use, a contractor may choose to write one.
You may create it in a spreadsheet or word
processor, or even write one by hand. What’s
most important is that it contains the key pieces
of information that helps a property owner or
architect approve the change.
6 things every change order should include
1. Project and contact information
2. Dates of the change
3. Details of the work
4. Updated schedule
5. Cost of the change
6. Updated contract value
The Change Order Process
Owners don’t like change orders –change orders
often spawn many of the disputes that arise on a
projec. It’s important to handle the process
correctly to aoid disagreements or discrepancies
associated with these changes down the road.
Mishandling and misuse of this process can result
in all kinds of costly disputes, and the
construction team must be vigilant in
administering this process correctly.
The main rule is to never execute the extra work
or change without first receiving a written order
to do so. The best way to ensure that you will be
properly compensated for the extra work is to
have a written change order at hand, signed by
the proper authority.
The Change Order Process
A change order may be instigated by the
architect or by the contractor. Once the
deficiency is discovered, an estimate is
computed to determine what the cost of the
change will be. These estimates may require a
simple computation that can be handled on-
site, or they may need to be sent t the main
office where an estimator can perform the
quantity takeoff and pricing necessary to come
up with the price for the change. The estimate
total, including the overhead and profit, is
presented i a standard change order form that
gets submitted to the architect. This request is
made right along with the request for extra
compensation. The architect will present the
change order to the owner and a decision is
made to authorize the change. The change
order document is rerouted back to the
contractor and then proceed with the work.
Changes in Scope
All construction projects go through changes. Once you’re on the job, the project
scope and site conditions often turn out different than you expected when you
signed the contract.
Sometimes the project owner will ask you to do more work or less work. Other
times, you realize that the site conditions won’t allow you to finish the work for the
price you agreed upon. Anytime a change happens to the scope of work in your
contract, you’ll want to request a change order — and get the property owner’s
signature on it.
Changes in scope are some of the easiest change orders to process because they
normally instigated by the owner.
Change orders aren’t only used when an alteration is required — they can also be
used to offer suggestions. The value engineering process which includes a provision
for change proposals, where contractors are invited to suggest changes that reduce
costs without impacting performance.
Time Extensions
There are occasions when the contactor is compelled to request a time extension to the
contract. Time extensions are processed just like any other change order but are often
more difficult to get approved. There are many reasons why a time extensions might be
appropriate:
• Delays resulting from severe weather
• Delays by caused by slow responses to RFI
• Delays by slow processing of submittals or shop drawings
• Delays by deliquent deliveries
• Delays by labor strikes
• Delays by slow permit processing
• Delays by the architect –poor quality contract documents, work interference
• Delays by the owner –slow decision making, work interference
The time extensions that include additional cost usually quite difficult to negotiate. That
is why, it is very important that the construction manager be alert of circumstance that
may result to extra cost, especially if liquidated damages are at stake.
When Things Go Wrong
As hard as we may try to prevent it, the likelihood is high that there will be disagreements
among parties associated with the construction contract.
As you might imagne, most of the disagreements that arise in construction have to do with
money. When one of those disagreement reaches an impasse and cannot be resolved
though the standard change order process during the construction, the contractor must file
a claim after the job is complete. The rules regarding the submission of a claim are
discussed or included in the general conditions of the contract.
Construction claims typically result from one of the following causes:
• Disagreements regarding the terms of the contract
• Defective or deficient contract documents
• Denied and unresolved change orders
• Denied time extensions resulting from delays beyond contractor’s control
• Differing site conditions that resulted in extra cost to the contractor
The owner or architect must formally respond to the contractor’s claim. If they reject the
claim, the matter becomes a formal contract dispute.
When Things Go Wrong
Dispute Resolution
Some form of dispute resolution must be
implemented; most construction contracts
today call for methods other than
traditional litigation. Here are several methods of construction
dispute resolutions that both parties can
When a dispute arises in construction, it’s agree upon in an ADR clause and use to
not always wise to jump directly to come to an agreement (or at least a
litigation. This approach to construction solution).
dispute resolution can sever the
• Mediation
relationship and cost both parties a lot of
time and money. For that reason, • Minitrial
construction contracts typically contain • Arbitration
Alternative Dispute Resolution (ADR) • Negotiation
clauses. An ADR clause will set out the • Adjuducation
methods that the contracted parties need • Small Claims Court
to use before litigation.
• Litigation
• Expert Determination
It’s All About the Relationship
Although there will always be difference in the interpretation of the
contract documents, adherence to protocol included in the general
conditions and the rules set forth in the preconstruction meeting will at
least explicate the argument for the contractor.
One of the most important management tasks associated with
construction is the management of good relations with the owner, the
architects, the subcontractors, the vendors, and all other vested parties
associated with the project.
To maintain clear and direct lines of communication with everyone on the
team. Communication is the key to any relationship, and construction is no
different. Construction may call for extraordinary measures of
communication, given the level of detail that must be coordinated.
I believe thst architecture, engineering, and construction management
education os beginning to shed more light on the relationship side of our
industry, which should result in a much less adversarial environment.
Applying Technology
There are a lot of details to keep track of when it
comes to construction. It is vital to keep a record of
the various contract and project interactions and
activities that occur each day. It can be
overwhelming task to log, track, route and review
the thousands of documents associated with even
a moderate-size project.
Contract administration software programs were
available, the tracking and monitoring of these
various interactions, obligations, and management
tasks were not always performed as often or as
effectively as they should have been –leaving
companies and software at risk.
Applying Technology
Contract administration (CA) software saves time and
paper by managing the contractadministration phase of
project electronically. All files, comuunications, daily log
entries, RFIs, and submittals can be organized, tracked,
and processed electronically. And because many CA
programs are now web-based, data files, project plans, • Primavera
and process information can be easily shared with all Expedition
appropriate parties associated with the project while still
providing the necessary level of security for any given • PROLOG
project. Furthermore, with the built-in email capabilities, • CMiC
contract administration software can remind the
construction manager and other project participants of • Newforma
actianable dates when revies, renewals, reports, or • ConstructionJob
special filings are requires to keep a project on track to a • e-Builder
successful completion.
• StatsLOG
• Construction
Communication
Applying Technology

Construction administration software applications are common in midsize

to large commercial construction companies. Small residential contractors
and subcontractors may not yet have employed these methods. But this is
exactly were tech-savy entry-level employees can add real value to the
smaller firms that they go to work for. You don’t have to know every aspect
of construction to understand that recording, monitoring, and tracking
these important contract administration tasks in more efficient and
effective way will add value to the construction management process
regardless of the project or firm size.
Maraming Salamat(t)!