Current State and future outlook of the construction administration practices in Kenya

1.0 Introduction
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Construction contract administration involves closely monitoring the contract performance to ensure compliance and fulfillment of the contract conditions. A contract administrator ensures that the end users are satisfied with the product or service being obtained under the contract. This can include all dealings between the parties privy to the contract from the time the contract is awarded until the time the work has been completed and payment finalised. The specific nature and extent of contract administration varies from contract to contract and the project the contract encompasses. Contract admin starts with developing clear, concise performance based statements of work, articulating key deliverables and formulating a plan to benchmark contract performance. While the legal requirements of the contract are often included in the terms of the contract, the exercise of skill and judgment is often required to ensure all interests of the parties privy to the contract are safeguarded and protected. If contract dispute arises during the performance of the contract the contract administrator must seek cooperative ways to resolve any disputes that may arise during contract performance. Often the process for dispute resolution is articulated in the contract terms which can provide a road map for contract success. A good contract administration process involves implementing a mechanism to secure feedback at the completion of the contract. One way to do this is to obtain input directly from the customers through the use of customer satisfaction surveys. Adopting a continual improvement paradigm ensures that future contract performance can benefit from skills and experience which has a positive impact on all contracted parties and helps to improve company bottom lines. In the past decades, the construction administration system in Kenya has undergone significant developments from being a system with no regulations in the 1950s and 60s, to the traditional contract administration and finally to the emergent of project and construction management development we have today. This paper discusses the current State and future outlook of the construction administration practices in Kenya

2.0. Contract requirement and essentials in construction contract administration The Construction Contract Agreements services requirements in construction contract consist of:
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 Notification of Contract award by Contract Administrator(s) Assistance in preparation of construction contract Agreement forms for approval by Owner Preparation and distribution of sets of Contract Documents for execution by parties to the Contract(s) Receipt, distribution and processing, for Owner's approval, of required certificates of insurance, bonds and similar documents. Preparation and distribution to Contract(s), on behalf of the Owner.

3.0. Different contract administration mechanism, participants and stages in construction process.
3.1. SCOPE OF CONSTRUCTION CONTRACT ADMINISTRATION SERVICES
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In the Construction Contract Administration Phase the Owner and the Administrator/Architect/Project Manager shall provide those services designated in the Schedule of Designated Services necessary for the administration of the construction contract as set forth in the General Conditions of the Contract for Construction. These services include the following: 1.1. Project Administration services consisting of construction contract administrative functions including: Consultation Research Conferences Communications Travel time Progress reports Coordination of out-of-normal-sequence construction operations 1.2. The Contract Administrator should coordinate all disciplines/document checking consisting of construction contract administration activities for: Coordination between the architectural work and the work of engineering and other involved disciplines for the Project Review and checking of documents prepared for the Project. 1.3. Agency Consulting/Review/Approval services during the Bidding or Negotiations Phase relating to applicable laws, statutes, regulations and codes of regulating entities relating to the owner's interests before construction begins. Owner-supplied Data Coordination services consisting of: Review and coordination of data furnished for the Project as a responsibility of the Owner Assistance in establishing criteria Assistance in obtaining data 1.5. Office Construction Administration services consisting of: Processing of submittals, including receipt, review of, and appropriate action on Shop Drawings, Product Data, Samples and other submittals required by the Contract Documents Distribution of submittals to Owner, Contractor and/or Architect's field representative as required Maintenance of master file of submittals Related communications.

1.4.

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1.6.

Construction Field Observations services consisting of visits to the site at intervals appropriate to the stage of construction or as otherwise agreed in writing to become generally familiar with the progress and quality of the Work and to determine in general if the Work is proceeding in accordance with the Contract Documents, and preparing related reports and communications. Project Representation services consisting of selection, employment and direction of: Full-time Project Representative(s) Part-time Project Representative(s).

1.7.

1.8.

Inspection Coordination services relating to independent inspection and test agencies, consisting of: Administration and coordination of field testing required by the Contract Documents Recommending scope, standards, procedures and frequency of testing and inspections Arranging for testing and inspection on Owner's behalf Notifying inspection and testing agencies of status Work requiring testing and inspection Evaluating compliance by testing and inspection agencies with required scope, standards, procedures, and frequency Review of reports on inspections and tests and notifications to Owner and Contractor(s) of observed deficiencies in the Work.

1.9.

Supplemental Documents services consisting of: Preparation, reproduction and distribution of supplemental Drawings, Specifications and interpretations in response to requests for clarification by Contractor(s) or the Owner and as required by construction exigencies Forwarding Owner's instructions and providing guidance to the Contractor(s) on the Owner's behalf relative to changed requirements and schedule revisions.

1.10.

Quotation Requests/Change Orders services consisting of: Preparation, reproduction and distribution of Drawings and Specifications to describe Work to be added, deleted, or modified Review of proposals from Contractor(s) for reasonableness of quantities and costs of labor and materials Review and recommendations relative to changes in time for Substantial Completion Negotiations with Contractor(s) on Owner's behalf relative to costs of Work proposed to be added, deleted, or modified Assisting in the preparation of appropriate modifications of the Contract(s) for Construction Coordination of communications, approvals, notifications, and record- keeping

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relative to changes in the Work. 1.11. Project Schedule Monitoring services consisting of monitoring the progress of the Contractor(s) relative to established schedules and making status reports to Owner. 1.12. Construction Cost Accounting services consisting of: Maintenance of records of payments on account of the Contract Sum and all changes thereto Evaluation of Applications for Payment and certification thereof Review and evaluation of expense data submitted by the Contractor(s) for Work performed under cost-plus-fee arrangements. 1.13. Project Closeout services initiated upon notice from the Contractor(s) that the Work or a designated portion thereof which is acceptable to the Owner, is sufficiently complete, in accordance with Contractor Documents, to permit occupancy or utilization for the use for which it is intended, and consisting of: A detailed inspection with the Owner's representative for conformity of the Work to the Contract Documents to verify the list submitted by the Contractor(s) of items to be completed or corrected Determination of the amounts to be withheld until final completion Securing and receipt of consent of surety or sureties, if any, to reduction in or partial release of retainage or the making of final payment(s) Issuance of Certificate(s) of Substantial Completion Inspection(s) upon notice by the Contractor(s) that the Work is ready for final inspection and acceptance Notification to Owner and Contractor(s) of deficiencies found in follow-up inspection(s), if any Final inspection with the Owner's representative to verify final completion of the Work Receipt and transmittal of warranties, affidavits, receipts, releases and waivers of lien or bonds indemnifying the Owner against liens Securing and receipt of consent of surety or sureties, if any, to the making of final payment(s) Issuance of final Certificate(s) for Payment. 1.14. Disciplines Coordination/Document Checking services consisting of: Coordination between the architectural work and the work of engineering and other involved disciplines for the Project Review and checking of documents prepared for use or occupancy of the Project. 1.15. Maintenance and Operational Programming services consisting of: Assistance in the establishment by the Owner of in-house or contract program(s) of operation and maintenance after project completion Arranging for and coordinating instructions on operations and maintenance on equipment in conjunction with manufacturers' representatives Assistance in the preparation of operations and maintenance manual(s) for the
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Owner's use.

4.0.TYPES OF CONSTRUCTION CONTRACTS There are two primary types of construction contracts: single contracts and multiple prime contracts.. 4.1 The Single Contract and Multiple Prime Contracts The single contract is the most commonly used contract type in kenya. Design plan and specifications are prepared by the design professional and become part of the bidding documents. A single contractor is then selected by the Owner/Administrator to perform the work. The single contract is usually the easiest to administer because of its centralization of responsibility, namely, one owner, one contractor, and one construction contract and adminisrator. With multiple prime contracts, the owner divides a project into two or more parts and then enters into a separate contract for each part. The most frequent use of multiple prime contracts is for phased construction, in which contracts are awarded sequentially for each phase. This type of construction is also referred to as the "fasttrack" method. Contracts for parts of the project such as site development, site excavation, or foundation work are awarded before the contract for the main structural work is awarded. Multiple prime contracts require careful coordination because several contractors are involved, and no single contractor is responsible for the entire project.

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4.2. CONTRACT ADMINISTRATION MECHANISM & ARRANGEMENTS Various types of contract administration mechanisms have evolved in recent years, and these include: a. Traditional approach. In such a contract the employer contracts with an architect or engineer (in this case the administrator) to carry out the design. The architect or engineer, acting as the agent of the employer, supervises the construction of that design. The contractor enters into a contract with the employer to build that design. Traditional approach to construction project also involve separation of design stage from execution of construction on site which form the basis and commencement of contract administration after bids, award of contract and the signing of the contract. b. Management contracting. Here the employer engages the management contractor to partake in the project at an early stage. Normally an experienced builder, the contractor is employed not to undertake the work but to manage the process. All the work is subcontracted to works contractors who carry it out. Construction management may be used with either single or multiple prime construction contracts Contracts involving construction management may also include a guaranteed maximum price, whereby the construction manager guarantees that the construction cost will not exceed a specified amount. The guaranteed maximum price is subject to increase, however, if the project's scope or conditions are changed. c. Construction management. This differs from management contracting in that the employer enters into a direct contract with each specialist. The employer engages the
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construction manager to act as a consultant to coordinate these contractors. d. Project management. In this case, the project manager is employed to coordinate all the work needed from design to procurement and construction on behalf of the client. Multiple prime projects including projects involving multiple buildings, significant site improvements in high-use areas, multiple consultants and variables or complicated funding require the type of supervision and coordination that a project manager can provide. e. Design and Build. In the design-and-build contracting mode (also called the "design-build" or "turnkey" mode), the employer contracts with a single party that designs and builds the project. f) BOT (Build, operate and transfer) g) BOOT (Build, own, operate and transfer)

4.3. CONSTRUCTION TEAM

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Generally, the construction team in Kenya is set through traditional contract administration approach where a design team is set in the early project period for design work and supervision after appointment of a contractor and commencement of work on site. This team comprise Employer Architect/ Designer Structural and Civil Engineer Services Engineer ( Mechanical, Electrical and ICT) Interior Designers Contractor In other contract administration mechanisms, there is a requirement to contract with the following parties, which then become members of the construction team: Construction Manager In Construction Management Contracts Project Manager - In Project Management Contract. Others contracted by the employer but not necessarily members of the design team include: Environmental Impact assessors Surveyors Property Managers and marketing agents Valuers

5.0 TRADITIONAL APPROACHES TO CONTRACT ADMINISTRATION In such a contract the employer contracts with an architect or engineer (in this case the administrator) to carry out the design. The architect or engineer, acting as the agent of the employer, supervises the construction of that design. The contractor enters into a contract with the employer to build that design. In this procurement protocol, the client has a direct contractual relationship with most of the participants.
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Traditional approach to construction project also involve separation of design stage from execution of construction on site which form the basis and commencement of contract administration after bids, award of contract and the signing of the contract. Following the acceptance of the successful bid and subsequent award of the contract for construction, the Owner, Contractor and Administrator (In this case the Architect) shall schedule and attend the Pre- Construction Meeting. The purpose of the PreConstruction Meeting is to discuss the specific requirements of the Contract and how they relate to the commencement and daily operation of the construction project. 5.1 AGENDA FOR PRE-CONSTRUCTION MEETING 1. INTRODUCTIONS a. Owner, Architect, Engineers, Contractor. 2. COMMUNICATIONS a. All communications between the Owner and the Contractor shall be in writing, routed through the Architect. b. All responses after request of information from the Owner will be in writing addressed to the Architect. 3. BOND, INSURANCE & NOTICE TO PROCEED a. Submit for review, Notice of Commencement filed by Owner and issues by the Architect. b. Approval of Contractor pre-construction documentation is required prior to Owner's issuance of Notice to Proceed. 4. CONTRACT SIGNING a) Dates and requirements 5. PLANS AND SPECIFICATIONS a. Number of sets provided shall be as per the Contract Documents. b. Any discrepancies in the plans, specifications, or details must be brought to the Architects attention and clarified prior to installation of the work. Assumptions will not justify improper work. c. All field sets of drawings shall be made available for review by the Architect at all times. 6. PROGRESS SCHEDULE / WORK PROGRAMME a. Submit in approved form. 7. CASH FLOW b. Submit updated cash flow schedule. 8. MONTHLY SITE MEETINGS / INSPECTIONS a. Set time, date, and location (on site) and participants. 9. WORKING DRAWINGS a. Contractor will review, sign and stamp all submittals to the Architect.
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b. Only acceptable sizes, format, colour and quality will be issued. c. Contractor is responsible for checking that working drawings do not differ from information on plans. Deviations from plans or specs shall be brought to the approver's attention in writing. d) Working drawings to be distributed to relevant parties f. NOTICE: Mechanical, Electrical, and Plumbing submittals MUST BE COMPLETE. g. ALL SUBMITTALS SHALL INCLUDE THE SPECIFICATION REFERENCE NUMBER. 10. SUBSTITUTIONS OF MATERIALS a. Proposed substitutions of materials must be submitted to the Architect for approval. 10. COORDINATION OF THE WORK a. The Contractor is responsible for coordination of all elements of the work and every aspect of the coordination of the subcontractors work. b. Each subcontractor is required to have a competent supervisor in charge of the work at all times. c. Subcontractors shall verify their work to the Contractor for compliance with the contract documents, workmanship and completeness. d. Any minor changes in the work shall be promptly transferred to the record drawings. 11. GENERAL SUPERINTENDENT a. Contractor shall submit resume and historical data for Site Agents, foremen in different trades, Superintendent and Assistant Superintendent. b. Superintendent shall be on site at all times when work is in progress. 12. FIELD OFFICE a. To be installed by the Contractor. 13. SIGNS a. To be installed by the Contractor. 14. TEMPORARY UTILITIES a. Construction water. b. Temporary toilets. c. Temporary electricity. d. Temporary telephone. 15. RECORD DRAWINGS - AS BUILTS a. Must be updated weekly or monthly and must be reviewed at each progress meeting. b. Record drawings will be supplied to Owner upon completion as per contract.

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16. OBSERVATIONS - SCHEDULE ON SITE a. The consultants shall be on site at regularly scheduled intervals. For additional observation, two day (48 hrs.) notice shall be required. 17. SURVEY a. Contractor shall engage a professional surveyor or engineer of verify property survey and building lay-out information shown on drawings and advise Owner and/or Architect of any deviations. b. Provide a survey of the building foundation locations immediately upon completion of that phase of construction to verify actual building location. c. Prior to Substantial Completion provide final property survey showing all significant improvements on the property which have resulted from the construction contract. Verify finish floor elevations to Architect in writing per Contract Documents. 18. SOIL, CONCRETE AND OTHER TESTING a. Testing as required by Contract Documents. b. Testing lab to provide services at General Contractors request. c. Additional testing may be requested by the Owner and/or Architect, failed tests paid for by General Contractor. d. Testing lab to provide copies of all test reports to Architect and Owner per Contract Documents. 19. SITE INSTRUCTION BOOK a. Must be provided on site in relevant copies by the Contractor. 20. STORED MATERIAL POLICY a. The Owner will pay for stored materials only under the following condition and terms: 1. Materials requiring long lead time for ordering. 2. Payment for materials stored and protected at site will take place only upon receipt of complete backup documentation attached to each pay request. 3. The following Pay Request will include proof of payment to suppliers and subcontractors. 4. Materials stored off-site shall be in an independent bonded warehouse at no cost to the Owner, with prior approval of Owner. 21. DAILY LOG (CONTRACTOR) a. The following shall be included in Daily Log: 1. Daily activities 2. Problems or potential delays 3. Temperatures, general weather 4. Accidents 5. Meetings and significant decisions
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6. Unusual events (stoppages, emergency actions) 7. Change Orders received, implemented 8. Partial completion 9. Orders/Requests by governing agencies 10. Submit Daily Log weekly to Administrator. 22. ACCESS TO SITE a. As stipulated in contract documents. 23. AGENCIES HAVING JURISDICTION a. City, County, State, Health Department, School Board, Utilities (as required). 24. NON-COMPLIANCE NOTICES a. The Contractor is responsible for verifying that all work complies with the Contract Documents. b. Any work observed as defective or non-complying shall be recorded by the Architect on a non-compliance notice to the contractor to rectify the work. 25. FINAL COMPLETION AND PROJECT CLOSE-OUT a. Final acceptance and project close-out will not take place until all contract requirements, warranty and close-out documents along with all punch list items have been resolved.

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5.2. PRE-CONSTRUCTION DOCUMENTS Following the Pre-Construction Meeting and prior to beginning construction the Administrator or Owner and/or Architect, will verify that the following documents have been properly executed between the Owner and the Contractor: 1. "Notice of Commencement" from Owner The Notice of Commencement is a legal document which is prepared by the Owner's attorney or financial lending institution and recorded with the Clerk of the County Court. A recorded copy must be posted by the Owner at the project site. Financing institutions will require the filing of a Notice of Commencement as a provision of the loan agreement. The Owner and/or Architect should obtain a photocopy of the Notice of Commencement for his project files. The purpose of the Notice of Commencement is to provide at the project site and on public record the name of the Owner, Contractor and Surety, so that those wishing to file Notice to Owner may do so to the appropriate parties. Work performed at the project site prior to the Notice of Commencement is not covered by the lien laws. Although the Notice of Commencement is the Owner's responsibility, the Architect should so advise the Owner of both the need and benefits of such a document. The Owner/Contractor Agreement should stipulate that the work shall not commence until the Notice of Commencement has been filed. 2. "Notice to Proceed" from the Owner. Work to be performed under the Owner/Contractor Agreement generally commences on the date specified in a Notice to Proceed, as established in the General Conditions of the Contract for Construction. The Notice to Proceed should not be issued until the following documents (or copies thereof) have been received and reviewed by the Owner and/or Architect: a). Evidence to the Contractor of satisfactory financing for the project, or sufficient funds available, by the Owner. b). Recording of the Notice of Commencement. c). Issuance of a building permit(s) by the applicable governing authorities. d). Certificate of Insurance from the Contractor as specified in the Owner/Contractor Agreement. e). Performance and Payment Bonds. The Owner and/or Architect shall recognize that the "Date of Commencement" is the official date for the start of the construction project and is specifically identified in the Notice to Proceed. The Contractor should not necessarily be expected to commence
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work on the very date the Notice to Proceed is issued unless the Contractor has had adequate time to mobilize his resources and equipment to the site.
3) Schedules for construction a) Work programmes b) Cash Flows

4. Property survey from the Owner. 5. Permits, Licenses and Governmental Approval as required. 6. Insurance coverage and Bonds as required by the Contract Documents

5.3. CONTRACT ADMINISTRATION DURING CONSTRUCTION A) SITE MEETINGS Project administrator (Architect) will hold site meetings as provided in the Contract Documents. The project meeting should be held twice per month and attended by the General Contractor, Owner and the Administrator and other consultants.
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The Administrator will take minutes of the meeting and verify that all persons are copied with the minutes. The project meeting is a useful forum for discussions involving Owner requested changes, problems with construction and/or field observations which the Administrator feels require correction. All items which may directly impact the completion of the project should be addressed at this meeting. The minutes should be signed by the Administrator, the Contractor and seconded by one attendant of the meeting, B) PROJECT SITE OBSERVATION / INSPECTIONS The Administrator will schedule field observation visits to the project as required to properly monitor the progress and quality of the work. One beneficial arrangement for the site observation is directly prior to the project meeting. This schedule allows for the Administrator to verify that directions from the previous meeting have been followed and also to update himself with the current status of the project before the present meeting takes place. Regardless of the schedule for project observation and project meeting, the Administrator should set a regular time and date for the site observation, this will allow the Contractor to prepare questions and receive directives crucial to maintain construction progress. At each site visit the Administrator will tour the entire project and note activities in each building or area of the project. The Administrator will photograph the project at regular intervals, not to exceed one month, and also keep photographic records of all construction deficiencies from discovery through the final correction. The Administrator and other consultants will prepare an Administrator's Field Report each time they completes a site inspection. The Field Report will include current status of the project, work in progress, weather, time, special instructions given the Contractor and questions from the Contractor. Instruction should be recorded in the site instruction book and verbal instruction confirmed by the contractor within the time allowed in the contract. C) PROJECT PHOTOGRAPHY The Administrator shall take photographs of the project at regular intervals, not to exceed (1) one month. The purpose for project photography is to record the quality of the work for items which are to be covered, provide documentation regarding the proper sequence of the work and to record the progress of the work. Project photography has proven to be extremely beneficial in dealing with latent defects which were not discovered prior to covering and also in improving original design concepts when re- issue of project drawings is required for another project. The project photography shall be included into the Project Log Book and displayed in chronological order. D) PROJECT SAFETY The Contractor is responsible for the safety of construction project according to JBC conditions of contract
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E) PROJECT LOG BOOK The Administrator will prepare and maintain a Project Log Book for the project while under construction. The Project Log Book will contain the following documentation: i) Working Drawings Review Log ii) Proposal Request Log iii) Constructions Change Directive/ Instructions Log iv) Change Order/ Variatons Log v) Field Report / Site meetings minutes Log The Administrator will maintain (1) one copy of all documents related to the project in the Project Log Book for his reference, a second copy of all important documentation, Proposal Requests, Field Reports, Change Orders etc., will be filed in the Central Filing System. The Project Log Book will be divided into the required divisions and separated by indexed tabs. Each section will begin with a summary sheet as required for reference. The Administrator will list each new document on the appropriate summary sheet to avoid any duplication of the consecutive numbering system. Project photography may be included into the Project Log Book if this additional service has been retained. F) APPLICATION FOR PAYMENT Different contractual engagement have different terms and conditions as to the mode, conditions and procedure of application and processing of payment (Refer to JBC Agreement and Condition of Building Works, 1999 Edition) Important things to note are: At the beginning of the project the Administrator will establish a set time to meet with the Contractor and the Owner to review the Application for Payment. This meeting may coincide with the weekly Project Meeting. The Administrator will make a complete site observation prior or after the Application for Payment review. The Contractor shall break down the Schedule of Values into items or quantities of work which can quickly and easily be evaluated by the Administrator/Quantity Surveyor when reviewing the work in place. The sole purpose of the breakdown is to avoid disagreements between the Contractor and the Administrator as related to quantities of work completed. The Contractor shall bring to the review meeting all materials required to properly evaluate the Application for Payment, including stored material invoices and payment vouchers to review materials on and off site. If the Administrator and the Contractor cannot agree on the appropriate amount for the Application for Payment, the Contractor has the right or should be asked to prepare and submit an Application for Payment which is considered correct

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 The Contract Document provide provisions and reasons why the Owner may recommend withholding payment from the Contractor. If these conditions exist, in whole or in part, the Administrator must advise the Owner and/or Architect of the situations and request that he make the recommendation to withhold payment. The basic premise to follow in processing the Application for Payment is that enough money remain in the Contract Sum to ensure that the project could be completed by another Contractor for the remaining funds should the original Contractor default. Amounts must also be withheld in addition to the normal retainage should deficient work be discovered. The normal retainage specifically covers defects which are not observed and may be discovered at a later date. The retainage ensures that adequate funds are available to make corrections to these defects. If an error is discovered in the formal Application for Payment, the entire Application for Payment must be returned to the Contractor accompanied by a letter from the Administrator explaining the reason for rejection and requesting that the Application for Payment be corrected and resubmitted. When the formal Application for Payment is correct and properly certified by the Administrator/Architect/Quantity Surveyor, the Administrator will ensure that a copy of the Application for Payment is directed to the Central File System. G) CONSTRUCTION CHANGE DIRECTIVE / VARIATION The Construction Change Directive is not formally accepted by all Owners. A Construction Change Directive is a written order prepared by the Architect and signed by the Owner and Architect, directing a change in the work and stating a proposed basis for adjustment, if any, to the Contract Sum or Contract Time, or both. (ALSO SEE: JBC Definition) The Owner may, by issuance of the Construction Change Directive, without invalidating the Contract, order changes in the work within the general scope of the Contract, consisting of additions, deletions or other revisions, the Contract Sum and Contract Time being adjusted accordingly. A Construction Change Directive shall be used in the absence of total agreement on terms of a Change Order. If the Construction Change Directive provides for an adjustment to the Contract Sum, the adjustment shall be based on one of the following methods: 1. Mutual acceptance of a lump sum properly itemized and supported by sufficient substantiating data to permit proper evaluation. 2. Unit prices stated in the Contract Documents or subsequently agreed upon. 3. Cost to be determined in a manner agreed upon by the parties and a mutually acceptable fixed or percentage fee. If none of the above methods for establishing the proper adjustment to the Contract Sum are acceptable to the Contractor, the method for adjustment of the Contract Sum shall be determined by Architect/Quantity Surveyor (Administrators) on the basis of
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reasonable expenditures and savings of those performing the work attributable to the change, including, in the case of an increase to the Contract Sum, a reasonable allowance for overhead and profit. In such a case, the Contractor shall furnish to the Owner and/or Architect, an itemized accounting of the additional costs involved in the change, together with all substantiating documentation. H) TESTING Prior to the commencement of construction (or tender process or filling of tender), a set of Contract Documents should be submitted to the construction testing agency for their review. The testing agency should provide a copy of their current rate schedule for such test work and a budget estimate for the particular project for the Administrator (contractors) review and information. After the Owners acceptance and approval (depending on budget), the Owner and/or Architect will authorize the testing agency to proceed, in writing, prior to any testing performed. The Administrator will review the billing with the Owner and/or Architect and transmit the bill to the Owner for payment (Through the contract). It shall be the Contractor's responsibility to coordinate and schedule all testing activities for the project. The testing agency shall provide test reports within 48 hours to the Architect, designated engineering consultants and Contractor, and Owner. The Administrator will act immediately, in writing, in response to any test reports which indicate that the work does not conform to the Contract Documents. Since the Contractor is responsible for the construction means and methods, it is the Contractor's responsibility to propose a method to correct construction deficiencies. It is the Owner and/or Architect's responsibility to review and act on the Contractor's proposal. I) ARCHITECT'S SUPPLEMENTAL INSTRUCTIONS

The Administrator/Architect will issue a supplemental Instruction for any additional work which is not included in the Contract Documents. The Architect's Supplemental Instruction will be consecutively numbered and recorded in the Project Log Book. The Administrator/Architect may prepare the Architect's Supplemental Instruction for the Owner's signature. Sometimes the Architect's Supplemental Instruction shall be forwarded to the Contractor for signature as an acknowledgment that the work described will not change the Contract Sum or Contract Time. J) PROPOSAL REQUESTS When changes to the Contract Documents are needed or desired, which involve a substantial change to the Contract Sum or Contract Time, the Administrator will prepare and issue a Proposal Request. The Administrator will issue the Proposal Request using the following procedure: 1. The Administrator will prepare a formal Proposal Request using the relevant documents, record the Proposal Request in the Project Log and assign it a consecutive number.

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2. The Administrator will transmit the Proposal Request to the Contractor (or Quantity Surveyor) with a copy to the Owner. 3. The Contractor (or Quantity Surveyor) shall analyze the Proposal request and provide written response containing exact cost information including General Contractor's overhead and profit, and change to the Contract Time (If unit rates are not provided or available in the contract) The Contractor's response should be accompanied by cost breakdown information necessary for the proper evaluation of the proposed cost, (i.e. itemized subcontractor's quotations, labor and material breakdowns, etc.) 4. The Proposal Request and the Contractor's response will be forwarded to the Owner with a letter from the Architect/Administrator containing recommendations for action on the part of the Owner. The Owner should be reminded that work is proceeding and that failure to execute the Proposal Request expeditiously could increase the cost for the proposed work. K) CHANGE ORDERS / VARIATION ORDER When the Owner's review of the Proposal Request is complete and approval for the Change Order obtained, the Administrator shall prepare a Variation Order, as provided in the Contract Documents. The Change Order will be prepared in (3) three copies and forwarded to the Contractor for signature. The Contractor's signature on the Change order acknowledges that he will complete the work described in the Change Order for the stated amount in the Change Order. Additional time, if any, required for the Change Order work will be included in the Change Order. Failure by the Contractor to request additional days for the Change Order work will prohibit the Contractor from requesting additional time extensions related to the Change order work at a later date. Following the Contractor's signature of the Change Order all (3) three copies will be returned to the Administrator for the Owner and/or Architect's signature and certification. The Change Order will then be transmitted to the Owner for final signature and distribution. The Owner, Contractor and Owner and/or Architect will receive (1) one signed and certified copy of the Change Order for their records. The Change Order will then be included in the next monthly Application for Payment. Some owner's prefer to pay for Change Orders separate from the Application for Payment. The Contractor may request assurance that the owner has adequate funds to pay for the Change Order before executing the work. Financing and lending institutions generally require that all Change Orders be processed through their office before executing the work. Contractor's Performance and Payment Bond, and Builder's Risk Insurance must be adjusted to reflect substantial changes to the Contract Sum. The Contractor is obligated to execute any Change Order authorized by the Owner even if there is a dispute regarding the actual cost of the Change Order work or it's impact on the Project Schedule. These matters can be resolved by exercising other provisions included in the Contract Documents.
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L) TIME EXTENSIONS During the course of the construction process the Contractor may request an extension in the contract time for one of the following reasons ranging from: Changes or additions to the original scope of the work. (ie. Change Order, Construction Change Directive) Late materials shipments from suppliers. Excessive bad weather. The Administrator shall carefully review the contract for the definition of items which constitute a legitimate time extension. For a situation to be considered a legitimate extension in the contract time, it must be absolutely beyond the control the Contractor. When time extensions are requested because of late material shipments, the contractor should be asked to furnish verification of the original date of which the material order was placed. In most cases, the Contractor or the subcontractor, did not place the order in sufficient time to ensure the delivery of the material on schedule. The most common request for time extensions is for bad weather. The Contractor must however still make allow for a normal amount of bad weather in his schedule. Time extensions are granted only for abnormally bad weather, defined as weather which was both detrimental to construction activities and more frequent than usually experienced during that time of year Although the Contractor may have experienced abnormally bad weather during one month, he may have benefited from several months of abnormally good weather. It is important to remember that bad weather during certain phases of construction can affect the construction schedule more adversely than good weather can benefit the construction schedule during other phases. When reviewing claims for time extensions, the Contractors daily log should be reviewed to verify that the bad weather occurred and that lost time for that period was actually experience by the Contractor. Procedure for extension of time (SEE Example of JBC, 1999 Edition)

5.4. ADMINISTRATION DURING POST CONTRACT STAGE A) SUBSTANTIAL COMPLETION / PRACTICAL COMPLETION The date of Substantial Completion is defined in the Contract Documents as the date which the Owner and/or Architect will certify that the work, or designated portion of the work, may be beneficially occupied or utilized by the Owner for it's intended purpose. The actual date of Substantial Completion will be as noted on the Certificate of Substantial Completion.
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When the Contractor considers that the work, or designated portion of the work as previously agreed to by the Owner, is substantially complete, he will prepare and submit to the Administrator a punch list of items which remain to be completed or corrected. The failure of the Contractor to include any items on the list, will in no way alter his responsibility to complete or correct these items per the Contract Documents. Upon receipt of the Contractor's punch list the Administrator will review the list and the completed work to determine that the list is both accurate and complete. Items which require correction and/or completion, that are not included in the Contractor's list, shall be added by the Administrator. The Owner should be advised that the items on the punch list shall be corrected and/or completed within the time limit set forth in the Certificate of Substantial Completion. The Contractor shall be advised that the correction and/or completion of all punch list items shall be conducted in a manner not to adversely effect the Owner's occupancy of the facility. The term "beneficial occupancy" shall be interpreted to mean that the project or portions thereof, are complete in nature to allow the Owner to utilize the project or portions thereof, for their intended usage. Prior to issuing a Certificate for Substantial Completion, the Administrator should verify that the following conditions exist: Written statement from the Contractor that the project, or designated portion thereof, is substantially Complete. Properly executed Consent of Surety for Reduction in Retainage per the Contract Documents. Contractor's "Punch List" with Administrator's supplementary comments added. Certificate of occupancy from appropriate agency. The Certificate of Substantial Completion shall be prepared by the Administrator/Architect and certified by the Owner prior to being submitted to the Owner and the Contractor for their written acceptance of the responsibilities assigned them in the Certificate. The Certificate of Substantial Completion will also establish the dates and responsibilities of the following transitional arrangements which will be required between the Owner and the Contractor: The Contractor's time limit for completing the remainder of the work per the Punch List. Establish the responsibilities of the Owner and Contractor for security, maintenance, utilities, damage to the work and insurance. Establish date for the commencement of all warranties. B) PROJECT CLOSE-OUT Following Practical Completion, the Administrator shall receive from the Contractor the following items and materials which shall be collectively referred to as the Close-Out Documents: Application for Payment showing all work as completed
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 Punch List showing all items identified by the Contractor and Administrator, certified by Contractor as being completed. Properly executed Consent of Surety for Final Payment. Application for release of retention monies at this stage. Application for release if performance bond to the contractor. Record / As built drawings and record specifications as per the Contract Documents. Warranty and maintenance information as required by the Contract Documents. Extra stock materials and special tools as provided in the Contract Documents. Final Accounting of all variation orders and claims for the project. In addition to the items listed above, the Close-out Documents shall include proof that all equipment and maintenance demonstrations required by the Contract Documents, have been successfully completed by the Contractor for the Owner's staff. Equipment demonstrations shall be scheduled by the Contractor, with the Owner given adequate notice to ensure that proper personnel may attend. The Administrator will review, and transmit to the Owner, the Close-out Documents package. Should all prerequisites for project close-out be satisfied, the Owner and/or Architect will then recommend to the Owner in writing that the Owner make Final Payment to the Contractor. C) FINAL APPLICATION FOR PAYMENT The Administrator will advise the Owner when all Close-Out Documents have been properly transmitted to the Owner, all required punch list work is completed and all requirements of the contract have been satisfied per the Contract Documents. The Administrator, upon consultation with the owner, will recommend that the Owner make Final Payment to the Contractor. D) WARRANTY INSPECTION The final responsibility of the Administrator is to advise the Owner of the date for the One -year warranty inspection. The Administrator will advise the Owner in writing of the anniversary date of the warranty and instruct the Owner in how to handle warranty work in the first year of the facilities occupation. The Owner shall be advised that any warranty work or inspection required will be charged as an additional service on the part of the Administrator. The Owner should be advised that he may elect to resolve warranty items directly with the Contractor and avoid additional service charges from the Administrator. The Administrator should also take the opportunity, in the final letter to the Owner, to request a brief evaluation of the services performed for the Owner through the construction project. The information received from the Owner regarding the services performed, should be reviewed with the Administrator/Architect and any improvements in the Administrator's services should be incorporated into the following projects.
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6.0. PROJECT MANAGEMENT & EMERGING TRENDS Project management is essentially about managing projects from inception to its completion and needs to be discussed in terms of various stages of a project life cycle. Project nowadays are more complicated than ever before. These projects involve the following trends as seen in recent times: involve large capital investment embrace several disciplines widely dispersed project participants tighter schedules stringent quality standards High speed development in ICT These factors have influenced project management to take new turn taking advantage of newly development management tools and latest technology.

6.1 Role of a Project Manager

Project management is the overall planning, coordination and control of a project from inception to completion aimed at meeting a clients requirement in order to produce a functionally and financially viable project that will be complete on time within authorized cost and to the required quality standards. The overall role of project manager in this scenario, is to harmonize the functions of planning, communication, monitoring and control in order to meet the projects overall objectives as defined by the scope, time, cost, quality and client satisfaction. A project manager main role in construction project implementation includes the following: Discuss the client requirement concerning space, function, quality and costs including life cycle costs.
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 Establish and select the the project team after your analysis of your requirements. This will include agreement of terms of appointment, together with a system of communications between the team Establish a budget covering all elements including fees and construction costs. Liaise with solicitors on matters relating to the development including the need for Collateral Warranties, where appropriate, in relation to professional appointments Arrange the selection of contractors, advising on methods of procurement and forms of contract, together with tender evaluation and where appropriate, in relation to professional appointments. Monitor the consultants progress during the works, together with the work co-ordinate the activities of any client direct sub contractors into the main contractors programme. Arrange the handover of the building after operational testing and full commissioning, issue of all certificates, guarantees, manuals, drawings etc In general, the project manager should also take part in the following roles: Project communication and information flow Production and use of project information Intra and inter organizational coordination 6.2 Life cycle of Project Management The life cycle of a project is divided into phases and then into stages. However, some phases of most projects involve iterations to a greater or lesser degree depending on the type of project. These phases include: a) Conceptualizing, planning and developing project brief or chapter. b) Implementation: Design details and construction of the project c) Product transfer to the client or intended customer. Depending on the size, complexity, risk, sensitivity and so on, these typical phases may be broken down into sub-phases, and a variety of different stages or iterations depending on the project and its type. These will be specific t the project and will depend on the overall accomplishment strategy.

The assembly process must follow a natural order of events that constitute a complicated pattern of individual time requirements and restrictive sequential relationships among the structures many segments. The main stages for construction project management are: Market Demands or Perceived needs Conceptual planning and Feasibility study Design and Engineering
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Procurement and Construction Start-up of occupancy Operation and maintenance Disposal of facility

6.3 Actors / Roles in a construction project Basically, project management theories define many different roles in a construction project, e.g. Building owner, Design and Technology manager, planning manager, Technical assistant, Contractor, Project Manager, Supply manager, site manager, other services subcontractor, mechanical services subcontractor, Fire service subcontractor, Transport subcontractor, Electrical service subcontractor, etc. All these roles can be joined into only three categories of actors. Then each actor can develop as many roles as necessary. These main roles are: The Owner The Designer The Contractor 6.4. Challenges facing project management Traditional project management practices have evolved over time as the requirements for managing and controlling construction projects unfolded. However, with the advances of management techniques and ICT, traditional contract administration practices have proven to be insufficient in meeting the new project requirements. Construction projects are being designed by diverse number of designers, procured and managed by new partnering strategies, materials are purchased and delivered through strategic alliance with suppliers, etc. These changes have highlighted a number of weaknesses in the traditional contract administration practices and thus facing resistance to change. Government, industry and client are all seeking to bring about a change in the construction industry to improve quality, competitiveness and profitability, and
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increase value to client. Where the emphasis has traditionally been on the need to manage the interface between the project and the clients organization, it is now shifting towards the need to manage the flow of activities through the whole life cycle of the project, concentrating on those activities that actually add value. In project management, there is the need for project managers to integrate projects phases (from conception to final delivery) leading to performance improvement, and for designers to develop greater understanding of how they can contribute value in the project process and the supply chain. This pace of change is introducing a new climate, which has highlighted the limitation of current construction administration practices in meeting the new requirements. The changing construction environment is also influenced by other factors, which are interrelated and independent. Examples of such factors are:
Globalization of marketplace: - Fall of tariff barriers thus rise in mobile

labour -Global productivity improvement and advantages In economies of scale, thus more competition of local firms by foreign firms on price, quality and delivery and this has befallen on P. Management.
The economic forces:

- Can affect client organization and have an impact on initial objectives of the project. specialists contributing to the decision making process.

Increase in project Complexity: - This is reflected by the large number of

The need to achieve faster results with the given resources: - This places

severe time pressures on the entire project team. New procurement practices: - the emergent of new procurement practices changes the way in which team members interrelate. e.g. PPP partnering for projects.
Client sophistication: - this has created a buyer market whereby firms

compete for projects at lower margins, and hence demands better project management practices to enforce tighter control on the projects activities
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7.0. CHANGING REQUIREMENTS OF PROJECTS, MAINLY BECAUSE OF SIZE AND COMPLEXITY. A) MANAGING PROFESSIONAL LIABILITY We are presently witnessing what some people term a " litigation explosion." In this environment, the private practice of a Administrator can be particularly vulnerable, because of the damage that even an unfounded lawsuit can do to reputation and financial stability. What steps can the Administrator take to minimize his risks to litigation? We will begin by looking at the five major areas of the interaction between the Administrator and the other members of the project team. These are the areas where the Administrator can do the most to protect himself from liability: I) PROFESSIONALISM It take more than an education in engineering science or architecture to be a true Administrator. While "design", of course, means work in a conceptually, visually and structurally oriented business, "professional" implies a higher level of performance, commitment and knowledge than most people possess. Design programs at the University level should be restructured to reflect the current conditions of the design profession and its real opportunities and responsibilities. Students should develop the ability to analyze, synthesize, evaluate, choose and implement corrections to the problems which arise during the project. The average person may see his lawyer or doctor many times each year and therefore is reasonably aware of the scope of services provided by each of these professionals. Not so with the architect, the average person may only deal with an architect once or twice in his entire lifetime. This lack of familiarity between the Administrator and his client could lead to unreasonable expectations on the part of the client. For this reason the Administrator should be comprehensive when explaining the nature and scope of all services to be provided, with special emphasis on services which are not provided but could be necessary. Design professionals are highly vulnerable to claims from clients, owners and users. This vulnerability stems partly from failure by some architects and engineers to understand the demands of professionalism. Design professionals must be above reproach in every aspect of dealings with others and in the management of the firm. This will not only prevent claims but also attract clients .

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INTERPERSONAL RELATIONSHIPS Litigation of any type results from a breakdown in understanding between the parties involved, either in the communication of the professional endeavor itself (the contract documents) or in the practical working communications between the Administrator and others on the construction scene. Minor disputes are cumulative. They build up to a final breakdown. When the final straw occurs, serious but otherwise forgivable errors can result in litigation. Communication failures are often at the center of lawsuits. The plaintiff's attorney or arbitrators will build their case utilizing the Dictionary of Words and Phrases. Some words require considerably more definition than others, the word "final" for example Dangerous words can be categorized into three basic groups: 1. Extreme words; final, all, any 2. Words of multiple meaning; supervise, inspect, approve 3. Words of promise; guarantee, warrant, certify, ensure These words should be avoided, and if not possible the content of phrases containing these words should be reviewed very carefully. Design professionals may need to concentrate more than most professionals on maintaining good relationships with colleagues and co-workers. They often work with highly complicated concepts on very expensive projects. When the stakes are this high, they need the extra advantage that a professional image, a level head and solid training in crisis management provide. It is these attributes that separate the superior Administrator from the rest. III) BUSINESS PROCEDURES It is extremely important to know who your client is, and what kind of business he runs, before agreeing to perform work. Discover the answers to these questions:

Is the client going to be the Owner and user, or is th developed for resale. If so, are the end-users requir

Does the client understand what is being purchased professional services and what to expect from the d

Is the client financially capable of carrying out the p

Are all communications clear and direct with the clie These questions should be thoroughly review and answered, even if the answer indicates that the client should be avoided. Design professionals need to
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choose their clients, their projects and their personnel carefully to protect themselves from costly professional liability problems. In dealing with clients, it is critical that both the Administrator and the client be absolutely clear on the contractual provisions that govern their working relationship, and on what their job-related obligations are. Signing a contract without careful analysis can result in serious problems. TECHNICAL PROCEDURES Obviously, technical mistakes cause embarrassment and cost time and money, more importantly they can cost lives. The true professional regards checking aids, handbooks and other sources of information enthusiastically - not resentfully -recognizing that anything that produces a better final product has great value. A design manual should be created and utilized for each project. The manual should contain check lists for each stage of the drawing and specification development. The manual should be considered a dynamic documents and should be updated and include notes for improvement for product and/or services for the next project. An acceptable method for dealing with errors and omissions should be worked out between the Owner and the design professional in advance. The client should also be advised of the increased potential for errors, omissions, and concealed conditions, which are inherent to certain types of construction, ie. renovation, fasttrack. The potential for errors and omissions is always present in design work. The prudent Administrator, therefore, provides himself with "safety nets" to make sure mistakes are corrected before they cause major difficulties. Checklists are very valuable, as is construction review. However, perhaps the most important thing the Administrator can do to control professional liability in this area is to reach a clear understanding with his client that errors will occur, and that you will work together to correct them in a timely manner.

PROFESSIONAL LIABILITY INSURANCE This comes in handy when above procedures fails. Professionals should keep professional indemnity insurance to indemnify themselves against liability. B) THE PAYMENT AND PERFORMANCE BOND
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The Performance Bond ensures the Owner that the Contractor will complete all obligations of the Contract The Administrator must be painfully aware of not only the Owner's rights under the Contract but also the obligations necessary to protect those rights. Should the Administrator, while acting as the Owner's agent in the Administration of the new project, fail to properly ensure the rights of the Owner through negligence of the requirements, incorrect documentation or the untimely issuance of notice, the Administrator may certainly expect the Owner to hold him responsible for all loses both morally and financially. No other situation holds more potential for this devastating scenario than the default of the Contractor during the construction of the project. The easiest method of protection is to specify the standard Bond forms (Performance Bonds). These documents are not only respected by the Surety industry, but have been thoroughly tested and generally upheld through the judicial process. The Surety and its agents can be the most formidable of adversaries or the most gracious of financial saviors, depending upon the particular situations involved and the ultimate causes for their involvement in the project. The Administrator must read and become familiar with the wording and requirements of each type of Bond, for as every project is unique so is every situation involving the Surety. There can be no substitute for studying the requirements of the bond to ensure that each and every action required by the Administrator is not only completed but completed within the specified time frames outlined in the Bond C) INSURANCES D) SIZE OF PROJECT Demand for mobilization period

8.0. INFORMATION TECHNOLOGY AND AUTOMATION IN CONSTRUCTION CONTRACT ADMINISTRATION In the 1990s there have been significant developments in technology, which have resulted in the production of very powerful software packages for the construction industry. The adhoc deployment of such packages has resulted in improvements at their local level of implementation, such as planning, estimating, design, etc. Electronic data exchange and information communication technology has tremendous potentials not only in adding value to the internal performance of an organization, but also to the whole life cycle and therefore to the client.
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These improvements however have had limited benefit at the project level. The following examples are caused by such a problem: a) Electronic copies vs. hard copies: - The mixing of electronic and hard copies in organization make it difficult for project managers to process the right information as and when required. b) Lack of software integration. c) Lack of international standards for information exchange. d) Lack of proper Decision making tools for project planning: Planning is a lengthy process and needs contribution from the entire project team. It is also context dependent. This process can be significantly improved if appropriate decision making tools are incorporated into their structure. Comprehensive systems have not yet been developed in this direction. In order for the Kenya construction industry to fully embrace information technology and automation, it must equally consider technology, process, people, procurement, legal issues and knowledge management. The efficiency of current processes must be carefully addressed and re-engineered to take advantage of the latest advances in technology. Industry should work toward minimum common standards to facilitate the flow of information across the life cycle. Such standards will add significant value up the chain by allowing exchanged information to be integrated with business processes. People must have the necessary skills and rewarding environment to harness the benefit of the internet.

9.0. OPPORTUNITIES CREATED BY CONSTRUCTION ADMINISTRATION IN KENYA Increased contracting opportunities: Local Investment opportunities: Trade market: Career development and job creation: Foreign investment: Review of legislation:

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10.0. RECOMMENDATIONS FOR ESTABLISHMENT OF SOUND CONSTRUCTION ADMINISTRATION KENYA The weaknesses of Kenyas construction administration suggest a need for enhancing Kenyas capacity to changing and emerging treads in modern construction contract administration . To address these needs a comprehensive understanding of the underlying explanatory factors is required. While the present assessment has signifycantly contributed to such an understanding, further in-depth analysis is in some areas required to ensure that capacity needs are addressed in an adequate and sustainable manner. Although not exhaustive, the following presents a set of recommendations for how current capacity needs in construction contract administration may be addressed.

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a) Enhanced procurement capacity: Procurement staffs in many construction projects are suffering from a general lack of information about the legal framework, principles, procedures and processes of procurement for different types of construction contract, leading to confusion and conflicts in the way contract are administered after tender awards. Both written guidelines and sensitisation activities should aim at creating a general awareness of the legal framework and institutional setup guiding procurement in Kenya, as well as the main principles of sound, fair, transparent and efficient procurement. In line with the assessment conclusions, it is in addition recommended that rules and procedures relating to certain subjects are given particular attention when developing procurement guidelines and sensitisation activities. b) Improved incentive structures: While a system for Contracting administration and Performance Assessment has already been established in Kenya in the public sector, evidence from the assessment still suggests a need for further improved incentive structures in the procurement and administration of construction contracts. In order to make the most of the existing systems, it is hence recommended that the established Performance Contracting and Performance Assessment System is carefully reviewed with a view to optimising these tools so that they support sound procurement and construction administration practices through effective incentives c) Better access to contract information: Access to a variety of readily available and complete procurement and contract information (from procurement plans, tender notices and contract awards, legal and policy documents and studies) is vital to a well functioning contract administration system for several reasons: It increases competition levels, provides for control by the audit system especially in the public sector, enables civil society to conduct social audit in public sector, enhances the understanding of the administration system, etc. d) Private sector guidelines and helpdesks: The challenges facing construction administration in the private sector suggest that a basic manual or information answering the most frequently asked questions among developers and providing operational guidance on how to engage in construction processes would really help in public sector sensitization about basic construction administration mechanisms. e) Sensitisation workshops: It is recommended that construction professional organization and regulatory bodies scales up their sensitisation and training activities targeting private sector representatives on the principles and functioning of the construction procurement and administration including the market in general.
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The sensitisation activities should be shaped to fit the private small scale developer perspective on the procurement and construction process, be problem-based, while avoiding legalistic and theoretical approaches to procurement and administration of construction projects. f) Intensified partnership and coordination with related organizations: There is need for some of the challenges to be tackled jointly by a range of different stakeholders, with participation of the public private partnership. This is particularly true for capacity gaps found in areas in which procurement and contract administration meets other core public functions, such as audit, public financial management, human resources and anti-corruption. In such areas, it is recommended that the capacity gaps are addressed by strategies of intensified partnership and coordination between public private partnership and organisations working in related fields.

11.0. CONCLUSION Construction projects have been managed since time immemorial, but in the 1990s there have been significant development in technology which have resulted in the production of very powerful software packages for the construction industry that have changed the way construction project are managed. The number of participants, requirements and variables has also increase in the administration of construction projects especially in project management life cycle. There is a special need to redesign traditional working procedures for the contract administration, communication and information management. This is to take advantage of the new possibilities of a project web, so that working procedures are better and more efficient.

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12.0. REFERENCES o The Construction Industry-Issues and Strategies in Developing Countries, Th e World Bank, Feb. 1984 (Second printing, June 1986); and Sample Bidding Documents - Procurement of Works, Inter-American Development Bank and World Bank. Sept. 1985. The World of the Management Contract. The Export Group of the Constructional Industries, London, England, 1988. Barnes, N. M. L. (1983). How to Allocate Risks in Construction Contact International Journal of Project Management , Vol 1 No 1. 24-28 Utah Technology Transfer Center. Best Practice Guide for Innovative Contracting Procedures

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Final Report: Six-State Survey of Construction Administration Practices and Procedures Ohio Department of Transportation, 2001 Construction Industry Institute (CII). Project Delivery Systems: CM at Risk, Design-Build, Design-Bid-Build, Research Summary 133-1, December 1997

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