INRODUCTION

Buyer/Client, means a person who buys or agrees to buy goods, A buyer or procuring
entity when decide to take on a new business project he should instincts that the
management will be fairly in all purchase process. However, the ability to
successfully management of the project is a valuable skill that takes a great deal of
knowledge and experience so as to meet the requirements of the buyer. For example,
economy effective and efficiency as principles of value for money (VfM).

The following are seven practical steps a buyer can take to ensure that the work
is completed on time.

Scope of the project, A buyer must plan the scope of the project by determining the
final result expected to be attained, for example, should match with quantity, cost and
quality. it also accounts for the steps may be taken on along the way. When the
ultimate goal may be the finished product the house that is building this also may
consider the procedure to get building permits, pour the foundation, rough in the
electrical and plumbing, erect the frame, build the roof and so forth. The all step is of
equal importance, and many steps depend on the ones before them. Managing the
project's scope is about maximizing the budgeted time, money and resources to carry
out the necessary steps on the way to reaching the goal.

Preparation of the schedule, Creation and implementation of a realistic, detailed and

accurate schedule will go a long way toward achieving the ultimate goal. The bigger
the project, the greater the number of steps involved, for the most part. It is important
for buyer to accurately calculate the length of time each step will take, and to
determine which steps depend on the completion of other steps. Not all steps begin at
the same time. For example, if the buyer can't break ground on the house-building
project before obtained the necessary building permit, the need to account for that
time.

Determination of the budget/profit for the project, Budgeting finances for the
project begins with the creation of a detailed and accurate forecast of the total
anticipated costs. The should take every aspect of the project into consideration,
consult with others who will be involved, and calculate the figures down to the last

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penny. This forecast will act as the budget.Along with the budget, it is good practice
to create a contingency fund, to be used in emergency situations such as work delays
due to bad weather, underestimated resource costs and issues with suppliers. The
budgetary goal is to complete the project at or below the estimate, without accessing
contingency funds.

Allocation of resources, Resources are the people, materials and equipment that
buyer require to complete the project. Planning properly so that the resources where
and when needed is an essential component of managing projects. Creating and
implementing detailed project schedules, as well as making all involved parties aware
of their roles, will also help the buyer put resources on time and on task.

A key to managing resources is effective communication. Suppliers, contractors,

laborers and managers every person who plays a role in the project should be
completely aware of their respective roles: the what, where, when and how of their
tasks. The more the buyer keep the project's players in the loop, the more likely they
can bring the project to a successful conclusion.

To assume risks, Risk is defined as uncertainty, that is, as the deviation from an
expected outcome. Any occurrence that is not part of the scope, which has an effect
on the project's budget, schedule or result, constitutes risk. Here's an example in the
house-building context: a miscalculation causes the roofing supplier to provide the
wrong price for the cedar shingles ordered for the roof. Recalculation results in your
cost being increased by a few thousand shillings. At the onset of planning the project,
it is very important to assess whether or not the stakeholders are prepared to increase
the budgeted time, money and/or resources in the event of risk. Risk management
identifies the risks the business may face and the buyer should learn to set up an
effective risk management program to maximize the chances of success.

Make review of the plan, at the completion of the project, it is a good idea to do a
final, step-by-step review. If the buyer have documented each step throughout the
project,have made the task of final review much easier. Examine what went well, and
in what areas buyer fell short of his/her expectations. The information gather can be
very helpful when begin to plan the next project.

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Contractual management plan, this is the process of managing contract creation,
execution and analysis to maximize operational and financial performance to a buyers
project at all means while reducing financial risk. Organizations encounter an ever-
increasing amount of pressure to reduce costs and improve company performance.
This is very important consideration to a buyer’s project. For example,

Auditing and reporting is important where contract management does not simply
entail drafting a contract and then pushing it into the filing cabinet without another
thought. Contract audits are important in determining both organizations’ compliance
to the terms of the agreement and any possible problems that might arise.

BY CONCLUSION, the suppliers to make sure that the foundation for a successful
contract management relies on the implementation of successful post-award and
upstream activities. During the pre-award stage, employees should focus on the
reason for establishing the contract and if the supplier can fulfill the terms of the
agreement. Additional consideration is needed to understand how the contract will
work once awarded. Avoiding unwanted surprises require careful research and clarity
of purpose in the actual contract.

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References.

1. Bryan M.(2005)International Construction Contract

Management,3rdEdition ,UK
2. Barbara Jackson (2010).Construction Management Jumpstart,2nd
Edition.Indianapolis,Indiana Wiley
3. R.Morek.(2006) The online construction Management: A Critical View