Skip to main content

Completing the "Big Dig" Managing the Final Stages of Boston's Central Artery/Tunnel Project (2003) / Chapter Skim
Currently Skimming:

3. Contract Administration
Pages 20-26

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 20...
... These practices include explicit consideration of risk allocation; partnering among owner, designers, and construction professionals; alternative dispute resolution; alternative contracting methods such as Design/Build and contracts including charges for closing roadways (commonly called "A+B" contracting) ; emphasis on quality, safety, and scheduling; and valueengineering change proposals.
Read the entire page →
From page 21...
... In May 2000, the MTA chairman assigned responsibility for claims and changes of over $250,000 to the MTA legal staff. In the committee's collective experience, it is the nature and culture of legal staff to favor litigation for resolution of issues- an approach that is not typical of the modern construction industry and not inclusive of the field people who have technical construction backgrounds and knowledge of the issues (TRB, ~ 998~.
Read the entire page →
From page 22...
... CONTINGENCY Contingency funds are now budgeted for claims and changes in three categories: construction contracts, management contingency, and MTA CEO contingency. The last two
Read the entire page →
From page 23...
... Contingency funds are not intended to be used for scone additions or other project 23 · , ~ ~ -r- ~ -- - r -- Jenhancements, which should be justified and funded through a separate budget process and receive approvals from top management or a policy board. The challenge for the CA/T project managers will be to use the contingency funds for their intended ouroose and at a level that is .
Read the entire page →
From page 24...
... MTA and the contractors should agree to a final settlement plan for dealing with other indirect costs as a condition for this earlier payment. Alternative dispute-resolution methods offer the opportunity to provide timely closeout of claims and to reduce their impact on the project and contractors alike.
Read the entire page →
From page 25...
... 25 Recommenciation 6: The MTA should initiate contingency-management procedures that include: a continual comprehensive risk analysis to quantify and refine contract contingencies, individual contract contingency tracking, and a contingency drawdown plan that includes contingency-use forecasts. Cost Recovery Finding 7: The current cost-recovery program emphasizes legal issues prior to resolution of engineering issues.
Read the entire page →
From page 26...
... 2002c. Construction Contract Administration Manual, updated August.
Read the entire page →

Key Terms

  • project management
  • dispute resolution
  • construction contract
  • legal staff
  • construction contracts

  • ceo contingency
  • management institute
  • alternative dispute
  • project cost
  • contracting practices

  • policy memorandum
  • transportation research
  • modern contracting
  • intended purpose
  • design policy

  • contingency available
  • closeout managers
  • practices include
  • project nears
  • average age

  • risk analysis
  • memorandum list
  • industry practices
  • unsettled changes
  • administration manual

  • institutional memory
  • total contingency
  • contract administration
  • research board
  • mta ceo


    • This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
    More information on Chapter Skim is available.