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CM <br />A <br />R <br /> <br />fo <br />R G <br />ov <br />e <br />RnMen <br />t <br /> C <br />en <br />t <br />e <br />R A <br />nn <br />e <br />x <br /> At 1 <br />8 <br />0 <br />8 <br />0 <br /> <br />C <br />ol <br />l <br />i <br />n <br />s <br /> A <br />ve <br />n <br />u <br />e <br />| <br />R <br />eq <br />u <br />e <br />s <br />t <br /> fo <br />R quAli <br />f <br />i <br />CA <br />ti <br />o <br />n <br />s <br /> | <br /> <br />no. <br />1 <br />5 <br />- <br />0 <br />8 <br />- <br />0 <br />2 <br />38Construction with a Personal Touch <br />CLAIMS MANAGEMENT <br />Quite commonly, the potential for disputes is originated during the pre-construction phase because of <br />ambiguities, conflicts, errors or omissions in the construction documents. During the construction phase <br />resolution of small claims are frequently ignored or postponed only to collect and combine into complex <br />issues at the end of the project. As time elapses, memories become obscure and people move, further <br />clouding the issues. The incidents or conditions which give rise to claims generally fall into two categories <br />or a combination of the two - delays and/or damages. Delays usually result in associated damages while <br />damages alone can be the result of other causes. <br />The greatest determining factor in successful claims resolution is building a positive relationship between all <br />parties involved. MCM strongly believes in the Partnering Process, which provides a instrument for effective <br />issue resolution where the involved parties can come to an agreement to resolve problems at the lowest <br />possible levels. <br />When the client and the contractor work as allies, changes are identified and the client and project team <br />can discuss alternatives and arrive at equitable solutions. Measurable benefits result from this approach in <br />terms of minimizing cost growth and the possibility of schedule delays, as well as maximizing the quality of <br />the finished product. <br />A Claims Management Program (CMP) can be implemented to minimize costly disputes, potential contract <br />default, and litigation. To avoid these pitfalls the time to initiate a CMP is at commencement of the project. <br />It should continue for the duration of the project, and should include the following elements: <br /> ►First and Foremost is the development of a complete and cohesive Project Team. For this project, this <br />includes the proper integration of the designers and the contractor’s management personnel. Key <br />to this relationship is the identification of personnel. <br /> ►A review of construction documents for completeness, ambiguities, conflicts and legal correctness. <br />Subcontractors are key elements during the design, bringing VE and proper pricing. <br /> ►The development of field procedures and a document control system with particular emphasis on <br />cost management. <br /> ►The definition and implementation of adequate scheduling procedures. This should include recording <br />as-built information as well as maintaining an as-planned schedule. Integration of the sub’s schedules <br />and knowledge is critical to the understanding of the pace of the job. <br /> ►The establishment of a system for analyzing, negotiating and resolving claims expeditiously. <br /> ►The education of field personnel to recognize and report potential claims situations before formal <br />disputes develop. Emphasis should be placed on comprehensive documentation of conditions leading <br />to potential real claims. <br /> ►Resolve issues at the lowest management level possible. <br /> ►Timely notification to the City of unforeseen conditions or issues that may be outside the scope of <br />work. <br /> ►Take advantage and apply lessons learned from our on-going and past partnering charters. <br /> ►Take advantage of the design-build process that provides an inherent approach to the elimination <br />of claims. <br />PROJECT MANAGEMENT SERVICES