Hi Norzul,

I think Damian is right in his approach. Find out how you can help the contractor, after all you both want to get the work finished on time. If they don’t or won’t respond to this approach, then you will have to pressure them in the way Stuart described. The only thing you can’t afford to do is take no action.

Regards

Chris Oggham

Narzul
I would go for a combination of both suggestions. Try and assist where possible at the same time look to carve out some of their work load (preferably something of a stand-alone nature - less problems with the liability issue as you have commissioning included).
The only other suggestion I would make is to remove some of their people from the work. If they are hindering the progress and not being proactive in trying to succeed then use your contract to get them out of the way.
You also need to get your upper management to engage theirs with more frequency than a sponsors meeting every three months or so. With seven months to go you need to show some urgency.

Norzul,

Are you telling us that because you have done nothing other than sit on your hands for eight weeks, the Contractor’s schedule has been allowed to slip further behind??

Cheers,

Stuart

www.rosmartin.com

Hi,
Actually its very difficult to understand the real problem if not elaborate or not self involve in that project but try to imagine.
Just an Idea, Define every interfacing point at site and analyse, then do the window schedule for each interfacing point, also what u can do take your schedule copy it to yourself include the interfacing activities in it with te duration and analyse the impact.
example:
pripority Area, Try minimize the scattered work, do the priority works first, identified how many person at each area then .
manpower skills, suppose can weld 40 dia inch per day but only 12 dia can achieve.
access, block by bulk material.

regards

hey Nourzel, what is the situation now?

update us please,

On the other hand, while i agree with the above post, i think another step shall be donr before really commencing the work to other Contractor, thsi step is sending him a letter that his imperformance will delay his payment, but you have to check the Contract first.

Norzul,

First, you will probably have to give the Contractor a Default Notice in which you tell him to improve performance (be specific!!!) or that you will apply the contractual remedy of having the work that he cannot (or will not) do by others, and charge him the costs. Give him some time (10 days???) to comply.

If he shows no sign of improving, then send the Contractor a Change Order removing part of the Works from his workscope, and give it to someone else (it doesn’t have to be a big part of the Works, but enough to show that you mean business!). The Change Order should be valued at whatever the replacement Contractor’s costs are plus a modest percentage uplift.

Second, pull in part (not all) of his Performance Bond. That will shake him (and his Board of Directors!)

If neither of these tactics work, then you really do have a problem, and you may have to consider replacing him completely! And pull the balance of the Performance Bond!

The worst thing that YOU can do, is nothing, since your current situation will not improve!

Good luck!

Stuart

www.rosmartin.com