CE-545_Term Paper Final Report_Waleed Mazhar Kalhoro_Construction Mngt._wk

i

NED University of Engineering and Technology, Karachi

Civil Engineering Department

CE-545

Construction Claim Management

Term Paper

Claims in the Construction Industry of Pakistan Issues on the Contractor side and Recommendations for Improvement

Prepared by: Course Instructor: Mr. Waleed Mazhar Kalhoro/CE-107 Prof. Rizwam Ul Haque Farooqui

ii

Abstract

This study was carried out to highlight the issues faced by contractors in Pakistani

construction industry and recommend plausible solution for such. In this study it was found

that there are three major that prevails in Pakistani Construction industry. They are poor and

insufficient documentation, secondly concerned individual with innate knowledge of site

work play mere or no part in generating claims and lastly communication barrier stalls the

claim management pace and entail huge cost. Therefore its recommended that step for

better site work documentation, encouraging concerned people to play their part in claim

preparation and better communication amid Contractors and Engineers should be taken to

scrap of such issues in Pakistani construction industry.

iii

TABLE OF CONTENTS

TITLE PAGE i ABSTRACT ii TABLE OF CONTENTS iii Chapter 1: Introduction 1-2 1.1 Scope 1 1.2 Objective 1 1.3 Methodology 1 1.4 Limits and Exclusions 1 1.5 Term Paper Timeline 2 Chapter 2: Literature Review 3-12 2.1 Introduction 3-4 2.2 Issues amid Claims 4-7 2.2.1 Record keeping and Documentation 4-5 2.2.2 Contract Knowledge 5 2.2.3 Change Orders 6-7 2.2.4 Planning and Schedules 7 2.2.5 Future relations concerns 7 2.3 Claim Management 8-12 2.3.1 Record Keeping and Documentation 8-9 2.3.2 Notification of Change 9 2.3.3 Contract 9-10 2.3.4 Planning and Schedules 10-11 2.3.5 Proactive Action 11-12 Chapter 3: Methodology 12-15

3.1 Record keeping 12-13 3.2 Change Order 13-14 3.3 Contract Knowledge 14 3.4 Claim Preparation 14-15

Chapter 4: Data Analysis 15-16 4.1 Mean 15 4.2 Standard Deviation 15-16 4.3 Importance Index 16 Chapter 5: Results and Discussion 17-24 5.1 Record keeping 17-18 5.2 Extent of use of project documentation 18-19 5.3 Change Order 19-21 5.4 Contract Knowledge 21-22 5.5 Claims Preparation 22-24 5.5.1 Responsibility of Claim preparation 22 5.5.2 Time Involved in preparing Claim 22-23 5.5.3. Cost of preparing claim 23 5.5.4 Reasons for Delay in Claim preparation 24 Chapter 6: Conclusion and Recommendations 24-25 APPENDIX A 26-30 APPENDIX B 31-40 REFERENCES 41

Claims in the Construction Industry of Pakistan

1

1. Term Paper Introduction

1.1 Project Scope

Identifying the reasons behind claim generation and its respective preparation issues

from Contractors perspective in Pakistan construction industry.

1.2 Objective

In the study we will identify reasons incurred by Pakistani contractor for claim

generation and simultaneously study the issues that lingers contractors in the midst of

claim preparation.

1.3 Methodology

1. Firstly Literature Review will be carried out to identify skill and attributes.

2. A questionnaire will be developed, and response will be sought from contractors

3. Statistical analysis will follow to evaluate respondents response; coherence will be

evaluated and key issues will be highlighted.

4. Conclusion will be drawn as per analysis.

5. Recommendation will cease the term paper.

1.4 Limits and Exclusion

Study will be limited to Contractor working within Karachi only.

Statistical analysis will include Mean, Standard Deviation, and Importance Index.


2 Exhibit 1Term Paper Timeline

1.5 Plausible Table of Content

The chronology of Content can be estimated as follow

1. Abstract

2. Literature Review

3. Methodology

4. Result Compilation/Statistical Analysis

5. Analysis and Discussion

6. Conclusion

1.6 Term Paper Time Line


3

2. Literature Review

2.1 Introduction

The term "construction claim" is commonly referred as any application by the contractor

for payment that arises other than under the ordinary contract payment procedures.

Potential of claims rises when the contractor incurs additional costs and/or there is a delay

amid his contract. The clam is an instrument used by contractors to request more time

and/or money. Claims can also originate with the owner and are defined as the assertion

of right to payment arising under the contract for neglect or delay on the part of the

contractor (Jergeas & Hartman, 1994).

Claims may arise during a construction project from numerous reasons. Such reason

include: (Jergeas & Hartman, 1994)

Increase in scope of work pertaining to changes, extras and errors.

Insufficient bid information

Faulty and/or late owner-supplied equipment and material

Inferior quality of drawings and/or specifications, giving rise to ambiguities in contract

requirements.

Insufficient time for bid preparation

Stop-and-go operations because of lack of coordination, design information,

equipment, or material

Work in congested areas and overcrowding

Acceleration to regain schedule

Inadequate investigation before bidding


4

Unbalanced bidding and underestimation.

Authors Dickmann and Nelson have found that the most common causes for a contract

claim are design changes and errors. A comprehensive analysis of claims indicates that 46%

resulted from design errors. An additional 26% were due to either discretionary or

mandatory changes. Thus 72% of all contract claims can be traced to design changes, extra

work, and errors (Jergeas & Hartman, 1994).

Contractors normally adopt a claims-conscious attitude and utilize claims as a profit center

(Hassanein & El Nemr, 2008).

2.2 Issues amid Claims

2.2.1 Record Keeping and Documentation

Contractors generally fail to protect their contractual position in the case of a claim. This

situation arises from failure to completely understand and actively manage the contract,

or failure to keep proper records (Jergeas & Hartman, 1994).

Maintain proper job records on a timely manner including time sheets, diary records,

reports, photographs, records of labors and weather and its effect on progress, progress

of the construction, site instructions, etc. (Zaneldin, 2006).

Proper documentation is imperative for Contractor as they eventually allow them to justify

and quantify requests for adjustment to the contract price and/or duration. Generally it

has been observed that most Contractors dislike paperwork an attitude easily

understood, but difficult to defend in litigation or arbitration. Notice provisions in

contracts are often neglected, extra work is routinely performed without written

authorization (on a limited scale), change orders are not qualified, erroneous or biased


5

minutes of site meetings are not objected to, self-serving letters are left unanswered,

written notes of important telephone conversations or verbal instructions are rarely

maintained, and contractual defaults by the owner are not documented or confirmed by

letter. (Jergeas & Hartman, 1994).

In a research conducted in the UK concerning the reasons for consultants' rejection of

contractors' claims, one of the main causes were poor information systems and

documentation practices by contractors (Vidogah & Ndekugri, 1997).

A cultural factor has been identified as a possible cause for the lack of notification and

documentation in construction sector, namely the "fear of consultant phenomenon"

(Hassanein & El Nemr, 2008).

2.2.2 Contract Knowledge

All too often contractors do not read the contract document before bidding and, in many

instances, not even when they execute the document. Its imperative that contractors'

site superintendent should fully review the contract documents and compare them with

those that were bid; (Jergeas & Hartman, 1994).

A significant number of contractors do not quote a contract clause when preparing a claim

(Hassanein & El Nemr, 2008)

In the event of ambiguity, the courts of most jurisdictions will decide against the author

of a contract, this was assumed to stem form their lack of knowledge with contract and

its relevant clauses (Hassanein & El Nemr, 2008).


6

2.2.3 Change Orders

Change order claims constitute the majority of claims in the industrial sector, as they

represent approximately 54 percent of the total number of claims (Hassanein & El Nemr,

2008).

Site supervisors should not develop the habit of waiving claim rights by negotiating and

signing off on change orders that pay part of the extra costs. If the site superintendent

cannot assess in detail the aforementioned impact costs at the time of issue, contractors

must consider indicating that the change only covers the direct costs incurred in

performing the work and should formally preserve their right to recover other costs

associated with the added work at a later date (Jergeas & Hartman, 1994).

Have signed change orders before starting doing these changes on site (Zaneldin, 2006).

Oral change order have to contractual weight (Hassanein & El Nemr, 2008). The

relationship between oral change orders and documentation is that frequent verbal

instructions with no supporting documentation bar the contractor from recovering the

associated incurred expenses (Hassanein & El Nemr, 2008).

Two Canadian construction lawyers advise contractors to include the following two

qualifications in the change-order quotation to preserve the contractor's right to bring the

impact claim of the cumulative effect of change orders later (Jergeas & Hartman, 1994):

'We hereby reserve all our rights to claim subsequently for the costs, of any nature

whatsoever, other than direct costs, associated with the performance of this extra work

and the delays which may result. (Blaikie 1986)


7

"The above price does not include any impact or delay costs that may result from this

change in the work or from the cumulative effect of this and other changes, and the right

to claim such costs is hereby reserved." (Kenny 1990).

2.2.4 Planning and Schedules

Finishing a project on schedule is a difficult task to accomplish in the uncertain, complex,

multiparty, and dynamic environment of construction projects (Zaneldin, 2006)

Planning is pivotal amid project, and must be based on clearly defined objectives. With

proper planning, adequate resources are timely available, adequate time is allowed for

each activity. Planning and scheduling should be cost effective, simple, and practical

(Jergeas & Hartman, 1994).

Scheduling techniques range from simple hand-drawn bar charts to computerized

network analysis. The most suitable presentation of schedules for contractors is the bar

chart, which should be based on the critical path method (CPM) (Jergeas & Hartman,

1994).

2.2.5 Future relation concerns

Contractors sometimes waive their contractual rights due to fear of bruising their business

relations with the owners and consultants, which could affect their chances as candidates

for future potential projects (Hassanein & El Nemr, 2008). Fear of losing bargaining power

of the Client and the Engineers, were highlighted as limits of the external environment

(Klee, 2013).


8

2.3 Claim Management

1. Record Keeping and Documentation

Records and documentation play a very important role in the settlement of contract claims

(Chovichien, n.d.). "The paperwork" is an important part of project management and

claims have to be solved in formal way (Klee, 2013).

Contractors must establish and maintain a good record-keeping system that documents

job progress and problems as they occur. Such a record system should monitor cost, time,

scope, and quality. Daily-progress reports should be kept and should indicate the date,

weather and temperature, type of work in progress and quantities produced, and

hindrance to job progress and by whom. Photographs and video films (in cases where not

prevented by contract documents) should be taken on a routine basis (dated and with

commentary) to show construction progress, site conditions, and particular problems

encountered (Jergeas & Hartman, 1994).

One of the most important tools for proper documentation management is the use of

daily records from the site team, particularly if these documents were signed by the

consultant (Hassanein & El Nemr, 2008).

Record should be maintained in form of memoranda pertaining to conversations,

inspections, directions, or observations. Further records of correspondence between

parties to the contract; minutes of weekly job-site meetings and other meetings; notes of

telephone conversations, progress-billing certificates and all data submitted to support

such requests; cost and productivity reports; delivery reports of owner-supplied material

and equipment; diaries; job schedules (periodically updated); transmittals; drawings and


9

specifications; shop drawings; vendors' drawings and specifications; change orders and

associated documentation; inspection reports; and accident and site safety reports

(Jergeas & Hartman, 1994).

Another form of record management is that of information technology system within the

organization. Electronic document management systems allow information stored in

different forms to be linked and accessed in a flexible manner (Vidogah & Ndekugri, 1997).

It is recommended that contract awareness should not be restricted to high-level site

management, but should be directed to site engineers directly dealing with the consultant

or owner's representative (Hassanein & El Nemr, 2008).

2. Notification of Change

Construction claim notification involves alerting the other party a potential problem in a

manner that is non-adverserial. Time limit requirements are very crucial and critical

(Chovichien, n.d.). An initial letter of a claim notice to the other should be concise, clear,

simple, conciliatory, and cooperative. It should indicate the problem and alert the other

party of the potential increase in time or cost (Kululanga, et al., 2001)

3. Contract

Articles in the section of the contract entitled "General Conditions" dealing with the

following matters should be considered to ensure the contract is complete with respect

to the terms and conditions to have a dispute mechanism (Jergeas & Hartman, 1994):

a. Changes/extras

b. Disputes

c. Disclaimer


10

d. Authority/roles/definitions

e. Soil/sit conditions

f. Delay

g. Payment

h. Notice provisions.

To enhance the chances of success, contractors submitting claims must closely follow the

steps stipulated in the contract conditions, provide a breakdown of alleged additional

costs and time, and present sufficient documentation (Zaneldin, 2006).

Clauses regarding the requirements for documenting minutes of meetings as well as

exchanged correspondence should be included in contracts. In case of either party's

failure to fulfill such contract requirements, it should be clearly stated that the party at

fault must waive its right regarding the matter in request (Hassanein & El Nemr, 2008).

Have a clearly written contract with no ambiguity, read the contract several times before

signing it, to understand any unclear clauses, its advised that a third party should be asked

to read contract documents before the bidding stage. Use special contracting provisions

and practices that have been used on past projects, which proved to be successful in

avoiding and resolving disputes during construction (Zaneldin, 2006).

4. Planning and Schedules

The regular updates and issuance of the schedule to the owner is a very effective

communication tool and is generally considered to satisfy the legal requirements for

providing notice of problems and associated delays (Jergeas & Hartman, 1994).


11

The schedule can be used to determine the impact of changes to the plan and to establish

a cause-and-effect relationship in a claim situation, i.e. the impact of delays, reduced or

increased resources, scope changes, resequencing and other workflow changes to current

activities (Jergeas & Hartman, 1994).

5. Proactive Action

Contractors' site supervisors and project managers should consider the following

proactive steps to protect contractors' interests and reduce liability (Jergeas & Hartman,

1994):

1. Request appropriate extension of time whenever significant events occur which may

entitle you to an extension of time and make it clear who pays for the costs of

extended duration.

2. Make it clear who pays for acceleration.

3. Respond as quickly as possible to every complaint initiated by the owner.

4. Analyze job progress in detail prior to any job-site-progress meetings that are held.

Such meetings should be used as a forum for discussing and notifying potential or

current delays, extra work, etc.

5. Record in detail all delays and man-hours lost, conflicts, and discrepancies. Inform the

owner when delays occur so that the contractor does not incur responsibility due to

lack of information.

6. Carefully read all correspondence and minutes of meetings and promptly record any

disagreements you may have with them.


12

7. Obtain written confirmation of all oral directives issued by the owner or engineer. If

they do not confirm in writing, the contractor should write a confirmation letter to

them.

8. Forward any significant information received from or sent to the owner to senior

management so that they can keep current with the project and determine if further

specific activity is required

9. Wait for authorization before proceeding with changes and extras. Without proper

directive to do such work, contractors will typically be deemed to be a volunteer in the

performance of the extra work and may not be paid.

10. Qualify the basis of, and limitations to, the pricing of your change.

Gregorc and Weiner (2009) mention that within a project of certain value there should be

a resident Claim Manager on the project team. This specialist would be responsible for CM

(Klee, 2013).

3. Methodology

3.1 Record Keeping

To ascertain proper paperwork amid construction endeavor, we asked whether they had

defined, isolated and tangible procedure of maintaining site paperwork.

In order to evaluate contractor keenness in timely maintenance of daily reports and other

related paper works pertaining to site works, we asked them to rate their answer on scale

of 1-4, with 1-never, 2-sometimes, 3-mostly and 4-always

In order to evaluate the extent of how many time contractors did lose their claim (given

any claim was ever filled) or faced difficulties in defending their claims in litigation,


13

pertaining to insufficient data provided at their end, we asked contractor to rate such

instance on a Likert scale of 1-5. Where 1-Always, 2-mostly lost/ faced difficulties, 3-Never

filled any claim, 4-few times lost/faced difficulties and 5-Never.

Further we inquired of contractor of any electronic document management system

(EDMS) or any software of same essence.

Lastly contractor were asked to rate extent of use of Project documentation while

preparing claim, for this reason 12 different documents were rated on a scale of 1-4, with

1-never used, 2-sometime used, 3-moderatly used and 4-always used.

3.2 Change Orders

In order to evaluate the frequency of change order received from client, we asked

contractor to rate the extent of such frequency on scale of 1-4, where 1-never received, 2-

sometimes received, 3-most of times, 4-all the times.

Contactor were also asked whether they used to issue notification before commencing

work on change order, oral change order or any other change exercised.

We also inquired contractors of any oral change order and their respective frequency,

similarly the responses were rated on scale of 1-4, with 1-never received, 2-sometimes

received, 3-most of times, 4-all the times.

Further we evaluated the extent to which contractor succeeded in defending such oral

change amid claims, similarly the responses were rate on a scale of 1-4, with 1-never

defended, 2-sometimes defended, 3-most of times defended and 4-always defended.


14

Were there any occasions where contractor waived it right by signing of change order

without explicitly mentioning cost and time repercussion, for such we asked contactors in

affirmation or negation.

3.3 Contract Knowledge

We asked contractors to rate the extent to which they study and analyze bidding

documents. Reponses were evaluated on percentage of document studied, i.e. 0-30%, 30%-

50%, 50%-80% and 80%-100%.

In order to evaluate the contractors knowledge pertaining to bidding documents, we

asked them whether they had included the claim clause when filing such claims.

3.4 Claim Preparation

The preparation and evaluation of claims require some effort and skill on the part of the

contractor. Naturally the level of skill and experience applied to the claims management

function can determine the success or failure of the claim (Vidogah & Ndekugri, 1997).

In order to evaluate the extent to which different entities of contractors involved during

claim management, we asked contractor to rate the involvement of each professional on

a Likert scale of 1-5.

Where 1-no involvement, 2-meagre involvement, 3-no concerned, 4-moderate

involvement and 5-total involvement

Preparation of claims is a tedious process. For such reason contractors tend to leave claims

until project completion (Vidogah & Ndekugri, 1997). With that in mind contractors were

asked to rate eight aspects of the claims preparation process in term of time involved,


15

responses were evaluated on a scale of 1-4, with 1-readily available 2-minimum time

required, 3-moderate amount of time, 4-huge amount of time.

Further contractor were asked to rate the cost incurred pertaining to acquisition of

different information, for that reason similar 8 aspect were rated on scale of 1-4, with 1-

very cheap, 2-meagre cost 3-substantial cost 4-very costly.

Reason for delay amid claim preparation were also evaluated, for this reason 10 reason

were rated on a scale of 1-4, with 1-not responsible, 2-mere responsible, 3-moderately

responsible and 4-very much responsible.

4. Data Analysis

Statistical analysis included Mean, Standard Deviation, and Importance Index.

4.1 Mean

Mean ranking (where applicable) was calculated for each case, using following expression.

Calculation of mean was of prime importance in calculating importance index, which

would ultimately rank particular options under various heads.

=

Where;

ai= Rank by each respondent.

4.2 Standard Deviation

Standard Deviation evaluates the extent of variation or dispersion from the average.

Following expression is used for the purpose

= [( )]


16

Where

= Standard Deviation

= mean

X = Individual Rank by respondents.

4.3 Importance Index

Information incurred from respondent was used to develop an Importance Index (II). In

calculating Importance Index (II) mean and standard deviation were calculated. Numerical

score of each option from various heads were converted into relative importance index to

assess the relative ranking.

The importance index will be calculated using following calculation

, (0 1)

Where

w = average weighting given to each factor by the respondent, in our

different heads were evaluated on scale of 1-5, and 1-4, for case where scale was 1-5, 1

being least respective rank 5 being most respective rank, similar is the case for scale of

1-4 scale.

A = the highest weighting; and

N = the total number of respondents


17

5. Results and Discussion

5.1 Record Keeping

As part of my research I intended to know to what extent, contractors austerely maintain

daily reports and other paperwork related to site work, upon research it was found out

that 47% of contractors never or sometimes

maintain such documents. In the absence of

any tangible, concrete and timely

maintained data indigenous to site, this fact

could be established with certainty that any

resulting efforts will prove to be tedious and

in worst case scenario futile to defend contractors claim. However this condition is

balanced , but such condition cant be classified as promising because basic site paperwork

are essential and pivotal when it comes to claims, especially in Contractors perspective.

In continuum with previous discussion, Contractors were also inquired about instances

where they failed to defend their claim pertaining to insufficient data, the results

advocates for previous discussion. The

biggest number amid this paradigm is where

contractors never filed a claim, this situation

could be traced back to our previous

discussion where almost half of time

contactors dont maintain timely site

paperwork, and in such situation where

Never12%

Sometimes

35%

Mostly18%

Always35%

TIMELY_MAINTAIN

Always Lost12% Mostly

Lost/faced

difficulties

24%Never filled a claim35%

Few times

lost/faced

difficulties

29%

INSUFFICIENT DATA


18

contractor lack the prove, filling a claim would be adding insult to injury. Upon research

36% of Contractor always lost or mostly faced difficulties proving their claim, such situation

is another testament to previous discussion. Holistically speaking its a 70-30 ratio where

contractor lost or faced difficulties amid proving their claim.

Lastly we inquired is there were any

Electronic Document Management System

or any sort prevalent amid contractors, and

results were no different than previous

situation, 82% of the contractors asked,

answered in negation of any EDM system

prevailing in their company, with so much

complexity and huge quantum of information, contractor should seek an EDM system to

timely and prudently maintain there documentation, which could yield favorable

outcomes for them and even result in profitability.

5.2 Extent of use of project documentation

One needs tangible data to substantiate it claims. Therefore in order to substantiate their

claim contractors were asked to rate the extent of usage of particular project

documentation. Results indicate that revised drawings, conditions of contract and

specifications are most intensely used documentation. It is fair to say all these

documentation are drafted during the phase where conflicts are minimal or absent, such

documents are based on assumption and by the book, referring such documents while

preparing a claim will not be wise decision, because any claim that arises is because of the

Yes18%

No82%

EDMS


19

disparity amid whats written and whats been done, and since youre not using any

documents to highlight the second part which whats been done, you cant balance the

situation and resultantly will face backlash when preparing and defending a claim. Results

show that contractors merely used site diaries and minutes of site meeting to substantiate

their claims, and such information is most useful in defending what actually happened on

site.

Document Importance Index Rank

Bill of quantity 0.779 4

Claim documentation 0.691 10

Minutes of Site meetings 0.721 10

Schedules 0.750 7

Photographs 0.765 6

Site Diaries 0.691 10

Conditions of Contract 0.853 2

Correspondence 0.779 4

Daily Diaries 0.662 12

Records of Delay and Disturbance 0.721 8

Specification 0.794 3

Revised Drawings 0.912 1

5.3 Change Orders

Change order are integral part of

construction business, there is hardly a

project where contractors dont taste the

medicine of change order. Upon research

94% of contractors received a change order

differing in frequency. Such a fact

Never received

6%

sometimes

received47%

Most of the times received

23%

All the times

received24%

CHANGE_ORDER


20

adamants that there is a dire need to establish a protocol where contractors are at better

place to defend any discrepancies resulting from change orders.

Another nightmare for contractors are Oral Change orders, there frequency is no more

different or should I say more than formal

change orders. It is evident that there was no

contractor who did not received an oral

change order, all contractors asked, did

received an oral change order with differing

frequencies. Further we also enquired to

what extent were such change orders defended successfully, results depicts that 88% of

contractor never or sometimes defended their oral change orders. 29% of never defending

oral change order is quite evident and self-explanatory however 59% of contractors stating

that they sometimes succeed in defending their change oral change order, was further

enquired and they stated that only payments

were reimbursed on the basis on quantum

majeure. Thus its imperative that contractors

should seek a formal change order, however

pertaining to local hiccups contractor cant

afford such a luxury pertaining to social and

time issues.

sometimes

received35%


35%

All the times

received30%

OCO_RECEIVED

Never defended

29%

sometimesdefend

ed59%

Most of the times defended

12%

OCO_DEFENDED


21

Further contractor were asked, were there any

occasions where they waived their right by

signing of change order without explicitly

mentioning cost and time repercussion, results

are promising with 76% of contractors answering

in negation.

5.4 Contract Knowledge

Studying bidding documents is tedious yet imperative job, upon research this fact was

established that 47% of Contractors study about

50% of the bidding documents, with 12% on

contractors only studying 0-30% of bidding

documents such dismal study of bid documents

from substantial amount of contractors is

alarming and astonishing, such inferior

information of bidding document lead contractors

into Claim dilemma. Again relevant situation is

balanced, but balanced is not an option here

contract bid documents are core document and

every other contemporary document finds its

foundation on bid documents, therefore

contractors must show resolve on studying bids

Yes24%

No76%

WAIVING_CLAUSE

0%-30%12%

30%-50%35%

50%-80%29%

80%-100%24%

BID STUDYING

Yes65%

NO35%

CLAIM CLAUSE ADDITION


22

documents to their fullest. Also 65% of contractors add a claim clause when preparing a claim,

and 35% dont. Such number should be higher.

5.5 Claim Preparation

5.5.1 Responsibility of Claim preparation

Contractors rated different entities amid contractors on the extent to which they play a part

in preparing a claim. Results indicates that claim managers and project manager are the most

enthusiast in preparing a claim, while site engineer is least involved in preparing a claim.

Project Manager even though heads the project, but he doesnt have any firsthand

information of site work similar is the case with Claim Manager, he is completely alien to site

work, still they are mostly involved in preparing a claim, on the other hand site engineer who

has firsthand and indigenous information pertain to site work is least used when preparing a

claim, such a situation is self-explanatory where most suited individual is absent in the process

of claim preparation and individuals with merge and alien knowledge are most enthusiast

while preparing a claim.

Staff Importance Index Rank

Project Manager 0.282 2

Project Quantity Surveyor 0.211 5

Head Office-based Quantity Surveyor 0.236 3

Site Engineer 0.166 7

Claim Manager 0.283 1

External Claim Consultants 0.186 6

Others 0.236 3

5.5.2 Time Involved in preparing Claim

Time is of essence, so is the case while preparing a claim. Contractors were asked to rate the

extent of time involved in preparing claim. Results indicate that most time consuming aspect


23

of preparing claim are responses to architect/Engineers request for information and

quantifying claim, indicating lack of timely correspondence amid engineer and contractor and

also lack of specific knowledge of quantifying claim. Interpretation of contract took the least

amount of time, referring to innate knowledge contractors possess about contract.

Aspect of Claim preparation Importance Index Rank

Identifying relevant information 0.721 6

Identifying sources of information 0.779 3

Retrieving relevant information 0.706 7

Archiving relevant information 0.725 5

Interpretation of contract and justifying claim 0.686 8

Responses to architect/engineers request for information 0.804 2

Quantifying claims 0.824 1

Prepare claim documentation for claims 0.745 4

5.5.3 Cost of preparing Claim

Cost is something that imparts everybody and money is something that everybody holds most

dear. For that reason contractors were asked to indicate which aspects of claim preparation

entails the most cost. Results depicts that quantifying claim and responses to

architect/Engineers request for information are the most costly and preparing

documentation for presentation are cheapest. Such result are coherent with above

discussion, things taking the most time, are the things requiring the most capital while

preparing a claim.

Aspect of Claim preparation Importance Index Rank

Identifying relevant information 0.647 5

Identifying sources of information 0.603 6

Retrieving relevant information 0.691 3

Archiving relevant information 0.691 3

Interpretation of contract and justifying claim 0.603 6

Responses to architect/engineers request for information 0.706 2

Quantifying claims 0.721 1

Prepare claim documentation for claims 0.544 8


24

5.5.4 Reasons for Delay in Claim Preparation

Analysis shows that most responsible reasons for delays are awaiting responses from

architect/engineer, poor records and lack of contemporary records, in that order.

Reason for delay in preparing claim Importance Index Rank

Lack of resources 0.676 7

Showing cause and effect 0.721 5

Lack of contemporary records 0.765 3

Poor records 0.809 2

Identifying and retrieving information 0.765 3

Awaiting responses from architect/engineer 0.868 1

Time limitations 0.706 6

Others 0.544 8

6. Conclusion and Recommendation

During the course of research, this fact could be established with certainty that

contractors have issues pertaining to claims and their respective management, however

the essence of issues of point of debate. Some issues are inherent to construction industry

in Pakistan, yet some issues could be rectified with proper and austere efforts. Upon

research it was found that contractor faced three essential issues concerning claim

management;

1. Poor or no documentation of site work, only documentation would not suffice here,

real issue is their timely maintenance.

2. Lack of communication amid Engineer/Architect and Contractor, once again timely

communication is imperative.

3. Lastly concerned individuals are not enthusiastically while preparing claim for instance

in our research Project Managers and Claim Manager were intensely involved in


25

preparing claims and site engineer , individual with indigenous knowledge of site is

least involved.

Therefore its recommended that issues highlighted above should be catered for with

following recommendation is curbing such issues. In order to eradicate the ever

lingering menace of poor and insufficient documentation, contractors should establish

a program that should motivate concerned individuals to maintain austere site

documentation. An EDM system could aide in this regard as Contraction Industry is on

the road of spurt and complexity.

Further, concerned individuals should be allowed to play their pivotal part while

preparing claim, as they possess first hand and innate knowledge pertaining to site

work. Lastly more efficient way of communication should be established amid

Contractors and Engineers, and if necessary such communication should be bound by

some contractual provisions, violation of such should be punishable by law.

Claims in the Construction Industry of Pakistan Appendix A

26

Claims in the Construction Industry of Pakistan Issues on the Contractor side and Recommendations for Improvement

In the study we will identify reasons incurred by Pakistani contractor for claim generation and simultaneously study the issues that lingers contractors in the midst of claim preparation.

Name Designation

Company Current Project

Record Keeping

Do you timely maintain daily reports and other related paper works pertaining to site works

o Never o Sometimes o Mostly o Always On how many instances you lost or faced difficulties to defend your claim for insufficient data provided?

o Always Lost o Mostly lost/faced difficulties

o Never filed a claims

o Few times lost/faced

difficulties o Never lost

Is there a prevalent electronic document management system or any sort in your organization?

o Yes o No Rate the extent to which following project documentation were used while preparing claim

1. Bills of Quantity

o Never used o Sometimes used o Moderately used o Always used 2. Claim Documentation

o Never used o Sometimes used o Moderately used o Always used 3. Minutes of Site meeting

o Never used o Sometimes used o Moderately used o Always used 4. Schedules

o Never used o Sometimes used o Moderately used o Always used 5. Photographs

o Never used o Sometimes used o Moderately used o Always used 6. Site diaries

o Never used o Sometimes used o Moderately used o Always used 7. Conditions of Contract

o Never used o Sometimes used o Moderately used o Always used


27

8. Correspondence

o Never used o Sometimes used o Moderately used o Always used 9. Daily diaries

o Never used o Sometimes used o Moderately used o Always used 10. Records of Delay and disturbance

o Never used o Sometimes used o Moderately used o Always used 11. Specification

o Never used o Sometimes used o Moderately used o Always used 12. Revised Drawings

o Never used o Sometimes used o Moderately used o Always used Change Orders

State the extent of frequency of Change Orders received from Owner/Engineer

o Never received o Sometimes received o Most of the times o All the time State the extent of frequency of Oral Change Orders received from Owner/Engineer

o Never received o Sometimes received o Most of the times o All the time How many times were you able to defend such oral change orders during claims?

o Never defended o Sometimes defended

o Most of the times o Always defended Were there any occasions where you as a contractor waived your right by signing of change order without explicitly mentioning cost and time repercussion?

o Yes o No Contract Knowledge

Rate the extent to which you thoroughly study bidding documents

o 0-30% o 30%-50 o 50%-80% o 80%-100%. Do you add claim clause from the contract when filing a claim?

o Yes o No


28

Claim Preparation Rate the extent of involvement of following entities of contractors involved during claim preparation.

Project Manager

o No Involvement

o Meagre Involvement

o Not Concerned

o Moderate Involvement

o Total involvement

Project Quantity Surveyor

o No Involvement


o Not Concerned


o Total involvement

Head office based quantity surveyor

o No Involvement


o Not Concerned


o Total involvement

Site Engineer

o No Involvement


o Not Concerned


o Total involvement

Claim Manager

o No Involvement


o Not Concerned


o Total involvement

External Claim Consultants

o No Involvement


o Not Concerned


o Total involvement

Others Involved

o No Involvement


o Not Concerned


o Total involvement

Rate the flowing eight aspects of the claims preparation processes in term of time involved

1. Identifying relevant information

o Readily available o Minimum time required

o Moderate time required

o Huge amount of time required

2. Identifying sources of information




3. Retrieving relevant information


29




4. Archiving relevant information

o Minimum time required o Moderate time required o Huge amount of time required 5. Interpretation of contract and justifying claim

o Minimum time required o Moderate time required o Huge amount of time required 6. Responses to architect/engineers request for information

o Minimum time required o Moderate time required o Huge amount of time required 7. Quantifying claims

o Minimum time required o Moderate time required o Huge amount of time required 8. Prepare claim documents for presentation

o Minimum time required o Moderate time required o Huge amount of time required Rate the cost incurred pertaining to acquisition of different information to prepare claim

Identifying relevant information

o Very cheap o Meagre cost o Substantial cost o Very costly Identifying sources of information

o Very cheap o Meagre cost o Substantial cost o Very costly Retrieving relevant information

o Very cheap o Meagre cost o Substantial cost o Very costly Archiving relevant information

o Very cheap o Meagre cost o Substantial cost o Very costly Interpretation of contract and justifying claim

o Very cheap o Meagre cost o Substantial cost o Very costly Responses to architect/engineers request for information

o Very cheap o Meagre cost o Substantial cost o Very costly Quantifying claims

o Very cheap o Meagre cost o Substantial cost o Very costly Prepare claim documents for presentation

o Very cheap o Meagre cost o Substantial cost o Very costly


30

Rate the following 10 reason for delay in claim preparation

Lack of resources

o Not responsible o Mere responsible o Moderately responsible

o Very much responsible

Showing cause and effect



Lack of contemporary records



Poor records



Identifying and retrieving information



Awaiting responses from architect/engineer



Time limitations



Other



Claims in the Construction Industry of Pakistan Appendix B

31

Respondents (Contractors) Response Compilation

Timely

maintain Insufficient

data EDMS BOQ

Claim Documentation

Minutes Site

Meeting Schedules Photographs

Site Diaries

Contract Condition

Correspondence Daily

diaries Delay

records

1 Always Few times lost/faced difficulties

No Always

used Always used Never Used

Always used

Never Used Sometimes

Used Always used Always used

Always used

Sometimes Used

2 Sometimes Mostly

Lost/faced difficulties

No Moderately

Used Moderately

Used Always

used Always

used Always used

Sometimes Used

Always used Moderately

Used Sometimes

Used Always

used

3 Always Never filled

a claim No

Moderately Used

Sometimes Used

Moderately Used

Moderately Used

Always used Always

used Always used Always used

Moderately Used

Moderately Used

4 Sometimes Never filled

a claim No

Sometimes Used

Moderately Used

Sometimes Used

Sometimes Used

Sometimes Used

Always used

Moderately Used

Moderately Used

Sometimes Used

Sometimes Used

5 Never Always

Lost No

Never Used

Sometimes Used

Moderately Used

Sometimes Used

Sometimes Used

Sometimes Used

Moderately Used

Moderately Used

Never Used

Never Used


a claim No

Always used

Always used Sometimes

Used Always

used Always used

Sometimes Used

Always used Always used Sometimes

Used Moderately

Used


Yes Moderately

Used Always used

Always used

Always used

Always used Always


Always used

Always used

8 Mostly Few times lost/faced difficulties

Yes Sometimes

Used Moderately

Used Always

used Moderately

Used Always used

Sometimes Used

Moderately Used

Always used Moderately

Used Always

used

9 Sometimes Mostly


No Always

used Always used

Sometimes Used

Sometimes Used


Used Moderately

Used Sometimes

Used Sometimes

Used Never Used


a claim No

Always used

Never Used Always

used Always

used Sometimes

Used Sometimes

Used Moderately

Used Moderately

Used Sometimes

Used Always

used

11 Sometimes Mostly


No Sometimes

Used Sometimes

Used Sometimes

Used Sometimes

Used Moderately

Used Moderately

Used Moderately

Used Moderately

Used Moderately

Used Moderately

Used

12 Sometimes Never filled

a claim No

Sometimes Used


Used Moderately

Used Moderately

Used Sometimes

Used Sometimes

Used Never Used

Never Used

Moderately Used

13 Mostly Never filled

a claim Yes

Moderately Used

Sometimes Used

Always used

Moderately Used

Always used Always

used Moderately

Used Always used

Moderately Used

Always used

14 Never Mostly


No Always

used Never Used

Sometimes Used

Never Used


Used Always used

Sometimes Used

Sometimes Used

Moderately Used

15 Mostly Few times lost/faced difficulties

No Always

used Moderately

Used Always

used Always

used Always used

Moderately Used

Always used Always used Moderately

Used Moderately

Used


32


No Always

used Always used

Always used

Always used

Always used Always


Always used

Always used

17 Sometimes Always

Lost No

Always used


Used Sometimes

Used Sometimes

Used Moderately

Used Moderately

Used Never Used

Always used

Never Used

Specification Revised drawing

Change Order

OCO recieved

OCO defened

CO clause

Bidding study

Clause Claim

Project Manager

Project QC

Headoffice QC

Site engineer

Claim Manager

1 Always used Always used All the times

received

All the times

received

Sometimes defended

No 80%-100% Yes Moderate

Involvement Total

Involvement Meagre

Involvement Total

Involvement Meagre

Involvement

2 Moderately

Used Always used

sometimes received

All the times

received

Sometimes defended

No 80%-100% Yes Moderate

Involvement Moderate


Involvement Total

Involvement Total

Involvement


received

sometimes received


Yes 30%-50% NO Moderate





Involvement

4 Sometimes

Used Always used


All the times

received

Never defended

No 30%-50% NO Meagre




Involvement Meagre

Involvement

5 Sometimes

Used Sometimes

Used Never

received sometimes

received Sometimes defended

No 0%-30% Yes No


Involvement No

Involvement Not

Concerned Meagre

Involvement

6 Always used Always used Most of

the times received


Sometimes defended

No 50%-80% Yes Total

Involvement Total

Involvement Total


Involvement Total

Involvement

7 Always used Moderately

Used



Sometimes defended


Involvement Not

Concerned Moderate

Involvement Total

Involvement Total

Involvement

8 Moderately

Used Always used

sometimes received


Sometimes defended

No 50%-80% NO Moderate


Involvement Total


Involvement Total

Involvement

9 Sometimes

Used Always used

All the times

received

All the times

received

Never defended

No 0%-30% Yes Not

Concerned Moderate

Involvement Meagre

Involvement Total

Involvement Meagre

Involvement

10 Always used Moderately

Used sometimes

received


Never defended

No 50%-80% NO Not

Concerned Meagre


Involvement Meagre

Involvement No

Involvement

11 Moderately

Used Moderately

Used


sometimes received


Yes 30%-50% Yes Moderate





Involvement

12 Sometimes

Used Always used

sometimes received

sometimes received

Never defended

No 30%-50% NO Not

Concerned Moderate

Involvement Meagre

Involvement Total


Involvement

13 Sometimes

Used Moderately

Used sometimes

received


Sometimes defended

Yes 30%-50% Yes Total

Involvement Total



Involvement Total

Involvement


33

14 Moderately

Used Always used

sometimes received


Sometimes defended

Yes 30%-50% NO No

Involvement No




Involvement

15 Always used Always used sometimes

received sometimes



Involvement Total



Involvement Total

Involvement

16 Always used Always used sometimes

received sometimes


No 80%-100% Yes Not

Concerned Moderate


Involvement Total


Involvement


received

All the times

received

Never defended

No 50%-80% Yes No


Involvement Meagre

Involvement Total

Involvement Meagre

Involvement

Claim

Consultants Others

involved Identify

info Identify sources

Retrieve info

Archiving info

Interpretation _contract

Architect response

Claim quantifying

Prepare claim

Identify info_1

Identify sources_1

Retrieve info_1

1 Moderate

Involvement Not

Concerned

moderate time

required

huge time required

huge time

required

moderate time

required

minimum time required

huge time required

huge time required

moderate time

required very cheap very cheap

Substantial cost

2 Total

Involvement Meagre

Involvement

moderate time

required

moderate time

required

moderate time

required

huge time required

huge time required

huge time required

huge time required

moderate time

required

Substantial cost

very costly Substantial

cost

3 Moderate


Involvement

minimum time

required

moderate time

required

minimum time

required

huge time required

moderate time required

moderate time

required

moderate time

required

moderate time

required

Substantial cost

meagre cost Substantial

cost

4 Moderate

Involvement No

Involvement

huge time

required

huge time required

minimum time

required

moderate time

required


huge time required

huge time required

minimum time

required

Substantial cost

Substantial cost

Substantial cost

5 Meagre

Involvement Not

Concerned

moderate time

required

moderate time

required

moderate time

required

moderate time

required


moderate time

required

minimum time

required

minimum time

required

meagre cost


cost

6 Meagre


Involvement

moderate time

required

minimum time

required

moderate time

required

minimum time

required

huge time required

huge time required

moderate time

required

moderate time

required

meagre cost

Substantial cost

meagre cost

7 Total


Involvement

moderate time

required

huge time required

huge time

required

moderate time

required

huge time required

huge time required

moderate time

required

huge time required

Substantial cost

Substantial cost

Substantial cost

8 Not

Concerned Not

Concerned

minimum time

required

moderate time

required

minimum time

required

huge time required

huge time required

moderate time

required

huge time required

huge time required

Substantial cost


cost

9 Total

Involvement Not

Concerned

moderate time

required

moderate time

required

moderate time

required

huge time required


huge time required

huge time required

huge time required

Substantial cost

Substantial cost

Substantial cost

10 Moderate

Involvement No

Involvement

huge time

required

moderate time

required

moderate time

required

moderate time

required


huge time required

huge time required

moderate time

required

Substantial cost

meagre cost meagre

cost

11 Moderate


Involvement

moderate time

required

minimum time

required

moderate time

required

moderate time

required


moderate time

required

moderate time

required

moderate time

required

Substantial cost

Substantial cost

Substantial cost


34

12 Moderate

Involvement No

Involvement

moderate time

required

moderate time

required

moderate time

required

moderate time

required


moderate time

required

moderate time

required

moderate time

required

Substantial cost

Substantial cost

meagre cost

13 Moderate

Involvement Meagre

Involvement

moderate time

required

moderate time

required

moderate time

required

moderate time

required


minimum time

required

huge time required

huge time required

meagre cost


cost

14 Total

Involvement No

Involvement readily

available huge time required

readily available

moderate time

required

minimum time required

huge time required

huge time required

huge time required

Substantial cost

very cheap very costly

15 Moderate

Involvement No

Involvement

moderate time

required

moderate time

required

moderate time

required

moderate time

required


moderate time

required

moderate time

required

moderate time

required

meagre cost

very cheap very cheap

16 Not

Concerned Meagre

Involvement

moderate time

required

moderate time

required

moderate time

required

moderate time

required


moderate time

required

moderate time

required

moderate time

required

meagre cost

Substantial cost

Substantial cost

17 Moderate

Involvement Not

Concerned

moderate time

required

moderate time

required

moderate time

required

moderate time

required

minimum time requried

moderate time

required

huge time required

huge time required

Substantial cost

Substantial cost

Substantial cost

Archiving info_1

Interpretation contract_1

Architect response_1

Quantifying claim_1

Prepare claim_1

Lack resources

Showing Cause effect

Lack Contemporary

records Poor

records

Identifying Retrieving

info Architect response

Time limitation Others

1 Substantial

cost meagre cost very costly

Substantial cost

meagre cost

very much responsible

mere responsible





moderately responsible

Not responsible

2 Substantial

cost Substantial

cost Substantial

cost Substantial

cost very cheap









3 meagre

cost very costly

Substantial cost

Substantial cost

meagre cost




mere responsible





4 meagre

cost meagre cost

meagre cost

Substantial cost

Substantial cost

mere responsible








5 Substantial

cost meagre cost

meagre cost

Substantial cost

meagre cost

mere responsible

mere responsible

mere responsible




mere responsible

mere responsible

6 Substantial

cost very cheap very costly

Substantial cost

meagre cost


mere responsible






mere responsible

7 meagre

cost meagre cost very costly very costly

Substantial cost








mere responsible

8 very costly meagre cost Substantial

cost Substantial

cost meagre

cost Not

responsible moderately responsible


mere responsible



mere responsible

mere responsible

9 Substantial

cost very cheap

meagre cost

meagre cost

meagre cost









10 meagre

cost meagre cost

Substantial cost

Substantial cost

Substantial cost





mere responsible



mere responsible

11 Substantial

cost Substantial

cost Substantial

cost Substantial

cost Substantial

cost mere


mere responsible

Not responsible



mere responsible


12 very costly Substantial

cost Substantial

cost meagre

cost very cheap



mere responsible





Not responsible


35

13 Substantial

cost very costly

meagre cost

very costly Substantial

cost very much






mere responsible

mere responsible

14 Substantial

cost very costly

meagre cost

Substantial cost

meagre cost

Not responsible

mere responsible



mere responsible


mere responsible


15 very cheap meagre cost meagre

cost meagre

cost meagre

cost mere





mere responsible

mere responsible

mere responsible

16 Substantial

cost meagre cost

Substantial cost

Substantial cost

Substantial cost

mere responsible

mere responsible






mere responsible

17 Substantial

cost meagre cost

Substantial cost

meagre cost

very cheap mere







Not responsible


36

Respondent Data Analysis B.1 Records Keeping

Timely maintain

Frequency Percent Cumulative Percent

Never 2 11.8 11.8

Sometimes 6 35.3 47.1

Mostly 3 17.6 64.7

Always 6 35.3 100.0

Total 17 100.0

Timely maintain


Always Lost 2 11.8 11.8

Mostly Lost/faced difficulties

4 23.5 35.3

Never filled a claim 6 35.3 70.6

Few times lost/faced difficulties

5 29.4 100.0

Total 17 100

EDMS


Yes 3 17.6 17.6

No 14 82.4 100.0

Total 17 100.0


37

B.2 Extent of use of project documentation

N Mean Importance Index Rank

BOQ 17 3.1176 0.779 4

Claim_Documentation 17 2.7647 0.691 10

Minutes_Site_Meeting 17 2.8824 0.721 10

Schedules 17 3.0000 0.750 7

Photographs 17 3.0588 0.765 6

Site_Diaries 17 2.7647 0.691 10

Contract_Conditions 17 3.4118 0.853 2

Correspondence 17 3.1176 0.779 4

Daily_diaries 17 2.6471 0.662 12

Delay_records 17 2.8824 0.721 8

Specification 17 3.1765 0.794 3

Revised_drawings 17 3.6471 0.912 1

B.3 Change Orders

Change Order Received


Never received 1 5.9 5.9

sometimes received 8 47.1 52.9


4 23.5 76.5

All the times received

4 23.5 100.0

Total 17 100.0

Oral Change Order


sometimes received 6 35.3 35.3

Most of the times received 6 35.3 70.6

All the times received 5 29.4 100.0

Total 17 100.0


38

OCO Defended


Never defended 5 29.4 29.4

Sometimes defended

10 58.8 88.2


2 11.8 100.0

Total 17 100.0

Waive Clause

Frequency Percent Cumulative

Percent

Yes 4 23.5 23.5

No 13 76.5 100.0

Total 17 100.0

B.4 Contract Knowledge

Studying Bidding Document


0%-30% 2 11.8 11.8

30%-50% 6 35.3 47.1

50%-80% 5 29.4 76.5

80%-100% 4 23.5 100.0

Total 17 100.0

Contract Clause Addition


Yes 11 64.7 64.7

NO 6 35.3 100.0

Total 17 100.0


39

B.5 Claim Preparation individual involvement


Project_Manager 17 3.3529 0.282 2

Project_QC 17 3.8824 0.211 5

Headoffice_QC 17 3.4706 0.236 3

Site_engineer 17 4.2353 0.166 7

Claim_Manager 17 3.5882 0.283 1

Claim_Consultants 17 3.8824 0.186 6

Others_involved 17 2.4706 0.236 3

Time Involved


identify_info 17 2.8824 0.721 6

identify_sources 17 3.1176 0.779 3

retrieve_info 17 2.8235 0.706 7

archiving_info 17 2.1765 0.725 5

interpratation_contract 17 2.0588 0.686 8

architect_response 17 2.4118 0.804 2

Claim_quantifying 17 2.4706 0.824 1

prepare_claim 17 2.2353 0.745 4

Cost entailed


identify_info 17 2.5882 0.647 5

identify_sources 17 2.4118 0.603 6

retrieve_info 17 2.7647 0.691 3

archiving_info 17 2.7647 0.691 3

interpratation_contract 17 2.4118 0.603 6

architect_response 17 2.8235 0.706 2

Claim_quantifying 17 2.8824 0.721 1

prepare_claim 17 2.1765 0.544 8


40

Reason in Claim Delay


lack_resources 17 2.7059 0.676 7

Showing_cause_effect 17 2.8824 0.721 5

Lack_contemporary_records 17 3.0588 0.765 3

Poor_records 17 3.2353 0.809 2

Identifying_retriving_info 17 3.0588 0.765 3

achitect_response 17 3.4706 0.868 1

time_limitation 17 2.8235 0.706 6

Others 17 2.1765 0.544 8

41

References

Chovichien, K. T. (n.d.). Contractor's Construction Claims and Claim Management Process.

Hassanein , A., & El Nemr, W. (2008). Claims management in the. Engineering, Construction and

Architectural Management, 15(5), 456-469.

Jergeas, G., & Hartman, F. (1994). Contractors' Construction-Claims Avoidance. Journal of Construction

Engineer, 120(3), 553-560.

Klee, L. (2013). Management of Contractors Claims in.

Kululanga, G., Kutocha, W., McCaffer, R., & Edum-Fotwe, F. (2001). Construction Contractors' Claim Process

Framework. Journal of Construction Engineering and Management, 127(4), 309-314.

Vidogah, W., & Ndekugri, I. (1997). IMPROVING MANAGEMENT OF CLAIMS: Contractor's Perspective.

Journal of Management in Engineering, 13(5), 37-44.

Zaneldin, E. K. (2006). Construction claims in United Arab Emirates: Types, causes and frequency. (24 (2006)).

CE-545_Term Paper Final Report_Waleed Mazhar Kalhoro_Construction Mngt._wk

Documents

claim generation

midst of claim preparation

claims preparation

claim management pace

pakistan construction

respective preparation

contract knowledge

key issues