common sense of construction law

Project description
Prepare a “flow chart” that might go into a project procedures manual that references each of the provisions in the AIA A201 General Conditions (main document), and the AIA B101 Agreement between Owner and Architect, and the AIA A101 Agreement between Owner and Contractor FOR THE PROCESSING OF A CONTRACTORS CHANGE ORDER. This should clearly address BASED ON THE TERMS IN THE CONTRACT DOCUMENTS the questions of who does what, when. So if whether you are the contractor, or the architect, or the Owner, you can see what you are to do, and what you are to expect to be provided to you (and possibly what form) or what is to trigger any particular process/activity and what it is you are to produce or generate (a decision? An approval? A memo? Give direction?) and any particular form it must be in. If there are time frames or deadlines for the particular process or activity, make sure your flow chart indicates those requirements (and if there is any penalty if time is missed or exceeded, the flow chart should indicate that also.) There should be nothing on the Flow Chart that can not be found in the contract documents, and there should be no activity or instruction on the flow chart that is not referenced BACK TO the exact contract document and section/paragraph where it can be found and verified.

Think of this as a visual/graphical representation of those applicable contract terms. Put yourself in a supervisory position, and expect that what you provide is going to be given and followed by an individual whom is your subordinate and for whom you are responsible. It must be clear, so that they can do their job. If they do their job according to contract terms, everyone is successful and you and the individual are rewarded. If the flow chart is confusing, is not clear so they can do their job, and does not follow the contract, and the individual and thus the project is not successful –They will want to see your flow chart and decide if you gave good instructional tools, but regardless – YOUR MANAGEMENT WILL HOLD YOU ACCOUNTABLE FOR YOUR SUBORDINATES FAILURE. The question will be, will they decide if either, or both of you needs to be, disciplined, receive more training, reassigned, or possibly separated from employment. If it goes well, your management will decide if either, or both of you needs to be rewarded, possibly by bonus, by being given more responsibility and/or promoted. If it works really well, your company may decide to include it in ALL their project manuals and ALL their training and encourage others to develop similar contract administration tools. You can have any number of sources.

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