ABSTRACT
This chapter describes the management of the contract agreements with the Project Owner, allied design partners, internal business units, sub-consultants and other sub-contractors and the complexity of appropriate risk allocations per Abrahamson's principles. It provides some guidance on successful contract negotiations for after and during the project to obtain the best outcomes for the firm and the requirement for robust and professional contract administration. The chapter discusses the art of negotiation and the requirements for skilled negotiators. It outlines some of the issues to be considered with contracting internally. The chapter also provides overarching guiding principles that should be reinforced in specific detail by the particular internal contracting agreement. It also outlines a practitioner's perspective, in lay terms, on some risk management strategies when seeking approval to accept client's terms that are less than favourable. The chapter explores to balance the client, commercial, contractual and legal requirements.
