- Project plans
- Project activities
- Legislation and standards
- Industry context
Last edited 24 Sep 2015
Management contract: construction
During the construction stage, the management contractor takes possession of the site for the works to be carried out by the works contractors. The construction period may be different for each works contract and so certificates of practical completion will be issued for each one.
- The contract between the client and the management contractor. The client may wish to appoint a contract administrator to administer this contract.
- The contracts between the management contractor and each works contractor. These contracts are administered by the management contractor.
 Starting the work stage.
Before work on site proceeds, the client and the management contractor (in their role as as principal contractor) confirm that suitable welfare facilities have been provided, and the management contractor (in their role as principal contractor) confirms that a suitable construction phase plan has been prepared.
When appropriate, the management contractor issues notices for each works contractor to commence work on site along with instructions regarding the phasing and sequencing of works. The management contractor should keep works contractors informed about the progress of the project so they are able to plan their works in advance of receiving a notice to commence work.
The management contractor manages, schedules, supervises , organises and co-ordinates the works contractors and preliminaries packages on a day-to-day basis. The management contractor is generally the principal contractor under the CDM regulations as well as having overall responsibility for site management and is responsible for welfare provisions, site clearance, waste disposal, site security and trade union issues.
The management contractor co-ordinates the issue of any additional information required by the works contractors and co-ordinates the review of design information prepared by the works contractors. NB the works contractors may be required to submit to the client's contract administrator information that is required by the clients consultant team. The client's contract administrator and the works contractors should agree an outline programme for the supply of this information during the mobilisation stage.
Where there are any proposed variations, procedures for their valuation are implemented (as described in the contract). The management contractor and the client's contract administrator assess any claims for extension of time or loss and/or expense with advice where appropriate from the consultant team.
The management contractor issues regular payment notices to each works contractor. The notices must be issued within five days of the dates for payment set out in the contract. If they intend that the works contractors should be paid a different amount, they must issue a pay less notice giving the basis for the calculation of the amount that will be paid. The management contractor makes payments to the works contractors by the final date for payment.
The client's cost consultant prepares regular valuation statements relating to payments to the management contractor. The client's contract administrator issues interim certificates (payment notices) to the management contractor. If the client intends to pay a different amount from that shown on an interim certificate, they must issue a pay less notice giving the basis for the calculation of the amount that will be paid. NB Works contractors are entitled to be informed of the amount relating to their works that appears on the interim certificate.
On large projects the management contractor holds a daily logistic meeting on site with works contractor foremen to organise, schedule and co-ordinate on-site shared services such as deliveries and offloading, hoists and craneage, scaffolding and safety issues, rubbish clearance etc.
The management contractor holds regular construction progress meetings with works contractors to discuss on and off site progress against the programme and to co-ordinate the release of information. It may sometimes be appropriate for these meetings to take place at the works contractors premises.
 Preparing for occupation.
The client begins preparations for occupation of the development, including the preparation of an operational policy and migration strategy (see links for detailed guidance) setting out how they will manage the transition into and the operation of the new facility.
The client may have an 'occupation services contract' for delivering and installing equipment , fixtures and furniture (sometimes from other premises). This contract may also pick up small building changes that they considered would be costly if instructed under the main contract.
 Inspections, commissioning and testing.
If it has not already been done, the client appoints an in-house or outsourced engineering team to witness testing and commissioning and to take over the running of the services as soon as project (or sectional) completion is certified.
The services engineer co-ordinates procedures for inspections, commissioning, testing and client training in relation to building services. The management contractor co-ordinates procedures for inspections, commissioning, testing and client training in relation to other aspects of the building.
The management contractor prepares a draft building owner's manual and if required a building user's guide and the lead designer co-ordinates the preparation of the building log book. The principal designer completes the health and safety file.
The management contractor issues a certificate of practical completion and payment notice for each works contract as it is completed. If they intend to pay less than the amount on the certificate, the management contractor must give notice of the amount they intend to pay and the basis for its calculation. The management contractor makes payment by the final date for payment. This will include the release of 50% of the retention if applicable.
The management contractor should take steps to protect completed work from any ongoing work.
Once all of the works contracts are complete (or all of the works contracts in a section of the works) the management contractor arranges for final inspection of the works by the building control inspector (or approved inspector) and arranges for the issue of a building regulations completion certificate. NB Within 5 days of the completion of the building, the management contractor must notify building control that the works have been carried out in accordance with the specification submitted with the building emission rate (BER) calculations, or the changes that have been made (see emission rates for more information).
Featured articles and news
PII provides insurance cover against negligence claims and is widely used where services are being provided.
Rogers Stirk Harbour + Partners release first images of their planned new addition to the Toronto skyline.
Land which is, or was, occupied by a permanent structure; brownfield sites can have significant development potential.
The 3-day IHBC 2018 School will focus on; Our Shared heritage: Communication - Negotiation – Transformation.
An innovative 'green bench' is installed in London that absorbs as much pollution as 275 trees.
Book review – a series of essays about architecture and urbanism in the British Empire.
The complex situation where events occur at the same time.
How can Latin America and the Caribbean unlock the digital potential of their new and existing built environment?
CIOB publish a new code of estimating practice.
These relate to a programme where each activity is allocated a price and interim payments made against completion.
Have a look at these images from a new photography book of buildings being reclaimed by nature.