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OnDemand Course

New Developments in Cumulative Impact Disputes

Understand the impact changes have on projects and the cumulative impact disputes that can arise when there is a large amount of changes.

Project changes are becoming increasingly difficult to manage. And when a project has many changes it may enter into a tipping point called cumulative impact. The result is that it may become very difficult to measure the source and full damages of changes when they reach this tipping point. This topic helps owners and contractors understand the impact changes have on projects, particularly when the amount of changes becomes quite large. We will cover some of the project management, cost and schedule control, and legal concepts that underlie change management.

Runtime: 93 minutes
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Over 33 years and 1.4 million customers worth of experience providing continuing education. Our passion is providing you world-class training to help you succeed in business and as a professional.

Agenda

What Are Cumulative Impact Changes and Claims?

  • When Projects Suffer Large Amounts of Change, a Contractor May Request Extra Compensation for the Synergy of Multiple Change Orders
  • This Extra Compensation Can Be Claimed Even If Change Orders Have Already Been Signed and Paid
  • The Law Is Changing and Making It Easier for Contractors to Pursue Cumulative Impact Claims

Why Is It Important to Understand Cumulative Impact Claims?

  • Large Amounts of Money Are at Stake
  • They Affect a Project's Value Proposition for an Owner
  • They Affect a Project's Profitability for a Contractor

How Should Owners and Contractors Deal With Cumulative Impact Claims?

  • Contractors Should Notify Owners Promptly of Any Change, and Begin to Collect Pertinent Project Information
  • Try to Resolve the Cause, Liability and Damages Associated With Each Change as Quickly as Possible
  • Owners: Get Contractors to Sign Change Orders With No Reservations of Rights; Contractors: Don't Sign Change Orders Unless You Are Comfortable Waiving Your Rights
  • When the Amount of Change Becomes Large (Say 10% or More), Look for Evidence of Cumulative Impacts
  • Develop Strong Evidence of Change's Causation and Liability, Measure the Damages Using Accepted Practices
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Why Lorman?

Over 33 years and 1.4 million customers worth of experience providing continuing education. Our passion is providing you world-class training to help you succeed in business and as a professional.

Credits

OnDemand Course

This course was last revised on October 3, 2016.

Call 1-866-352-9540 for further credit information.

This program does NOT qualify, nor meet the National Standard for NASBA accreditation.

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Why Lorman?

Over 33 years and 1.4 million customers worth of experience providing continuing education. Our passion is providing you world-class training to help you succeed in business and as a professional.

Faculty

William Ibbs, Ph.D.

William Ibbs, Ph.D.

The Ibbs Consulting Group, Inc.

  • Professor of construction management, University of California at Berkeley
  • More than 40 years of hands-on construction industry experience, including working for owners, designers, contractors, sureties and others
  • Has taught, researched and published extensively on the general subject of construction management and has been especially active in the area of change and its impact on project costs, schedule and labor productivity
  • Work for the Construction Industry Institute has set the standard for quantitatively measuring the impact of change
  • Writer of almost 200 articles on construction papers and books
  • Ph.D. degree in civil engineering, with a construction management emphasis, UC Berkeley; B.S. and M.S. degrees in civil engineering, with a construction management emphasis, Carnegie Mellon University; additional education in project finance and accounting
  • Can be contacted at 510-593-3169 or [email protected]
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Product ID: 399131
Published 2016
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