Contracts, Variations & Claims Manager

A variation is a change that is either instructed or agreed under the contract. In contrast, a claim is a request for additional time or money where entitlement is not yet agreed. ProjectVIEW ERP records both and also links them to the same cost structure.

Lump-sum, re-measured, cost-plus, EPC, FIDIC-based, as well as BOT or PPP contracts. The BoQ, WBS and cost codes structure works for all of them in the same way.

Notices and events are recorded with dates in the Common Data Environment, and then workflows remind the team of contractual deadlines.

Yes, because instructions, notices, drawings and correspondence in the Common Data Environment are linked to the event, the scope items and the costs of the claim.

Construction, shipbuilding and repair, marine and offshore, mining and quarrying, as well as project-based manufacturing. The same variation and claims logic also applies in each, whether the scope is a BoQ, a BoM or a work package.

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At Bridge Pier 1, the client’s Bill of Quantities (BoQ) item and linked work breakdown structure (WBS) activity assumed dry excavation. In ProjectVIEW ERP, a productivity template is a cost recipe for one unit of work. It specifies materials, labour by trade and plant, their quantities and expected production rates. Costs from the relevant modules feed the unit estimate. Applying it to the BoQ quantity builds the budget and establishes a resource and productivity baseline for the linked WBS activity. On site, compare completed quantities, resources used, actual cost and elapsed time against that baseline.

Unexpected groundwater. Add steps or sub-BoQs beneath the client’s excavation item for pumping, drainage, side stabilization and additional backfill where required. Compare resources and productivity with the original recipe and link the added work to the affected WBS activities to show the effect on sequencing and handover. Associate photographs, revised method statements, designs, drawings and any permit application with the changes.

Unexpected utility pipe. Record the stoppage, the affected WBS activities, crew and plant standby or redeployment, and when the utility owner cleared the obstruction. Link the resulting costs to the relevant BoQ steps or sub-BoQs and associate the technical inquiry, correspondence, clearance and site logs. The contracts team can trace the requested adjustment back to the original estimate, measured impact and supporting evidence.

Check the signed contract for what starts the notice period, the deadline, the recipient and the required method of service. At Bridge Pier 1, record when groundwater was discovered and log the later utility-pipe stoppage separately. Link each event to the affected BoQ item and WBS activity. Retain the dated notice and any required proof of delivery or receipt. Utility correspondence helps establish the chronology. Check whether the contract also requires a separate formal notice.

Compare the accepted baseline with the programme update closest to the event. Trace the affected WBS activities, successors, float and critical path. At Bridge Pier 1, show whether pumping and drainage delayed footing construction and whether the utility-pipe stoppage could be mitigated by resequencing. Record overlapping delays and explain the impact on contractual completion or the relevant milestone.

Use AI assistance to prepare linked updates in either direction, from BoQ quantities, resources and costs to the WBS, or from a WBS change back to the BoQ and its estimates. Once the changes are approved for incorporation, record a new baseline version and retain the original for comparison. In the connected BIM model, use element or work-package links to trace variations and their associated resources where those links are configured.

Compare the original dry-excavation cost recipe with measured changes at Bridge Pier 1. Value pumping, drainage, labour and plant under the contract’s valuation rules. For the utility pipe, support standby and any remobilization with crew and plant logs, taking redeployment into account. Link each amount to the relevant BoQ step or sub-BoQ, WBS activity and evidence. Reconcile amounts already priced or certified for the same work to avoid double counting.

Carry one reference from the site event through instruction, valuation, approval, certification, invoicing and payment. At Bridge Pier 1, value the groundwater work through linked sub-BoQs and their cost recipes. For the utility pipe, start with the interrupted WBS activity and use site records to substantiate standby and any applicable remobilization. Associate supporting documents with the scope, cost or programme change they explain.

Update the working BoQ and WBS forecast as the team measures the work. Once a change is approved for incorporation, use the revised baseline to measure the next period’s quantities, cost and duration. Retain the original baseline and keep submitted, approved, certified, invoiced and paid amounts distinct.

Use ProjectVIEW version control to trace changes between bills of quantities (BoQs) and corresponding work breakdown structure (WBS) versions. Compare scope, quantities, resource requirements and programme impact. Link supporting documents to the relevant changes so reviewers can trace each amount or period claimed back to its evidence.

At Bridge Pier 1, compare the dry-excavation baseline with the revision that adds pumping and drainage. Link site photos and the revised method statement to the affected BoQ items and WBS activities. For the utility-pipe stoppage, link the stop-work record, utility correspondence, clearance and crew and plant logs to the interrupted activity.

Through the ProjectVIEW client portal, the contractor can share selected changes and supporting documents. The client or consultant can sign in to review what was shared and see which items await their approval.

The planned ProjectVIEW Claims and Variations AI workflow uses linked records to prepare a draft chronology and evidence index for the contracts manager. Organize the pack around the contract clause, notice, changed work and its cost and programme impact. Add dated site photos or annotated images and link them to the event, BoQ item or WBS activity they document. The contracts manager checks the sources and resolves gaps before approving submission.

At Bridge Pier 1, add photos of groundwater entering the excavation and of the installed pumps and drainage alongside the diary, method statement and measured quantities. For the utility pipe, link photos of the exposed pipe to the stop-work record, utility correspondence and clearance. If the restart date is unclear, flag it for review before calculating the claimed period.

Check the subcontract scope, notice requirements and valuation rules. Match the submission to instructions, measured quantities, agreed rates and site records. Reconcile it with approved changes, previous certificates and payments. Record the amount recommended for certification, disputed items, missing evidence and reasons for adjustments.

At Bridge Pier 1, check whether pumping was included in the excavation rate or instructed and valued separately. For the utility-pipe stoppage, compare standby with crew and plant logs, account for redeployment and assess remobilization separately where allowed. Assess the amount due under the subcontract and any recovery from the client separately.