Contract Risk

Commercial & Contract Management

The Academy helps you manage the RISK you face in choice of contract throughout the procurement process

“Half the people on the course went home with a different procurement approach for their current project than what they had envisioned”

Use the Four Logical Steps to avoid mistakes and the horrible risks that follow!

What am I going to learn?

To reduce risk throughout your project – In the industry there is a lack of awareness that procurement is a risk process; it is not just ‘picking up a standard contract and adding to it’. In The Academy’s Contract Management course we go through the exact steps you need to take during procurement.

How to Save Time and Money – The Academy’s Commercial and Contract Management enables you to deliver project works more efficiently. The core thinking processes allow you to influence project decisions from the outset by changing the whole approach to best fit the specific project.

How to deal with unique features and get lower tender prices – The traditional approach to procurement fails to take into account each project’s unique features and how they affect the delivery and payment models; only after these considerations should the contract be created. By understanding best practice contract management you can ensure that there is mutual benefit in lower tender prices.

The problem
  • In every construction job we struggle with the trickery surrounding the choice of contract form,
  • Traditionally choice of contract is inconsistent and doesn’t result in a ‘best for project’ outcome,
  • costs creep up,
  • time extensions often occur and there is little transparency.

When you start by choosing the contract form before even considering the risks, priorities and constraints you end up with a contract not fit for purpose. Breaking from tradition is the solution!


Why choose The Academy for Contract Risk?

It’s enjoyable!

“I absolutely detest training and really didn’t want to be there, but as a result of the other two from my company not being available I had no choice. It didn’t take long for me to almost appreciate them not being there and I can honestly say that I enjoyed the day.” –HEB – Malcolm Smith

Immediately applicable…

I bet that when planning your procurement you jump straight to what you’re comfortable with – choosing the contract form. You may run through the risks, priorities and constraints in your head but unless you actually articulate and prioritise these strategic drivers, you are failing to follow logic! The Academy shows you how to immediately apply the knowledge you have gained to overcome these failings.

Designed for you…

The course is tailored to procurement professionals and people involved in the procurement, design and delivery of construction projects. Whether you are a client, contractor or consultant working as a Project Manager, Bid Manager, Contract Manager or Client Advisor you will gain an invaluable skill set

War stories shared…

The course value is demonstrated through real industry examples, where you are encouraged to share your personal experiences. Bring an example of contract documents for a project that you’re involved with to get the most out of the course

Case Study – Christchurch Airport NEC3 Contract.

“I was given the challenge of procuring and delivering the airside civil works at Christchurch international airport.  The Scope included:

  • 80,000sqm new and resurfaced pavement
  • Airside infrastructure incl water main, 11kV line, stormwater system
  • Covered pedestrian walkway (movable)
  • Floodlighting and AGL
  • Aircraft hardstands
  • Built to international airport specifications
  • Staged work over 2 years
  • Interfaces with airlines, airfield operations and other contractors

To proactively manage risks, stimulate collaboration and help provide cost and time transparency, the NEC3 Engineering and Construction Contract was successfully used.  The Target Price option was selected due to the influence the airport company had over the many stakeholders and thus the efficiency on how the work was to be delivered.
Whilst the NEC3 contract has built in processes to manage the programme, risks and change, I focussed on putting in place the “processes to support the processes”.  This included scheduling regular but very specific meetings to ensure certain tasks were undertaken.  These only involved the people that needed to be there.
Despite the many interfaces that had to be managed, the Canterbury earthquakes, extended programme and scope, the client had cost and time transparency throughout and the payment claim after completion, was the final account.  A great result.’”