VOLUME 1   ISSUE 26   OCTOBER 29, 2012

 

By Bruce Jervis

 

When a private company -- designer, constructor or manager -- contracts with a government entity, should that company’s dealings with other private companies be a matter of public record? That was the question posed in a recent case out of Minnesota.

 

The contract called for the design, management and construction of public schools. The contractor had subcontracted the architectural design to another company. The publisher of a local newspaper requested a copy of the subcontract. The prime contractor and the architect objected, citing confidential and proprietary information contained in the subcontract. ... Read more.

 

Featured in this Week’s Construction Claims Advisor:

  • Construction Management Was Governmental Function -- Subject to Public Disclosure
  • Board Sorts Out Contract Options
  • Contractor Should Have Notified Surety of Subcontractor Default

 

By Steve Rizer

 

Just how much money will it take to cover the direct and indirect costs of getting a building certified as green? There are, of course, multiple variables affecting the true cost of certification for any given project, but during a recent WPL Publishing webinar, green building expert Kelly Gearhart provided some helpful insight into what expenditures can be expected when pursuing green building labels through the Leadership in Energy and Environmental Design (LEED), Building Research Establishment Environmental Assessment Method (BREEAM), and Deutsche Gesellschaft für Nachhaltiges Bauen e.V. (DGNB) rating systems. Click here to see what she said on the topic.


 

By Steve Rizer

 

Project managers (PMs) need to prepare for several significant changes that are expected to take place in the construction industry, a Construction Industry Institute (CII) research team informed attendees of a recent conference that the association held in Baltimore. This is one of many recommendations that several CII research teams made, additionally addressing construction productivity, the estimation and management of indirect construction costs, and industrial modularization.

 

In presenting its conclusions on skills that PMs will need over the next 10 years, CII Research Team 281 urged PMs to think, learn, and manage differently in a market with disruptive trends such as globalization, continuous technological advances, changing workforce demographics, and new and changing organizations. The results of the team’s work are included in “Implementation Resource 281-2 -- The Project Manager Competency Development Program,” which CII described as “a set of innovative tools … to help prepare PMs for the challenges ahead.” ... Read more.


 

 

 

 

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