The management of civil works in sectors such as steel and mining faces complex challenges that require strict and well -planned administration. This article explores the main difficulties faced by project owners, especially with regard to contract management, and offers good practices to mitigate these challenges.

Greater difficulties of the owner

In the context of civil works, owners face significant difficulties that can be categorized in four main areas:

1. Material:

   • Delivery or Incorrect Delivery Delay : Problems in supplying materials or errors in cost forecasting can delay the schedule and inflate the budget.
   • Incorrect Investment : Mistalized financial allocations may compromise the quality and continuity of the project.
   • Insufficient storage area : Lack of proper space for storing materials can cause damage or losses, as well as hindering the logistics of the work.

2. Area:

   • Release of the area of ​​the work : Obstacles in the release of the place to start the works, due to regulatory or administrative issues, are frequent.
   • Underground and Surface Interferences : Geological surprises or unmarked obstacles can paralyze construction and generate unforeseen costs.
   • Interferences with third parties : Interaction with other companies or adjacent projects can cause conflicts and delays.

3. Project:

   • Incomplete Engineering : Poorly developed projects, with incomplete engineering, compromise the execution of the work.
   • Incompatibility between engineering disciplines : lack of coordination between different areas of engineering results in technical conflicts.
   • EXTENUING REVIEWS : Continuous and time consuming reviews of engineering plans delay the progress of the works.

4. Price and quantity:

   • Price Increased : Fluctuations in the material market or changes in economic conditions may inflate the cost of the work.
   • Lack of competitive prices : Lack of competition or unfavorable agreements raise costs.
   • Insufficiency of inputs : The scarcity of essential resources may interrupt the progress of construction.

Degree of domain of the owner in the routines of contractual management

Another crucial point is the domain that the owner has over the routines of contract management. This domain is determined by several factors, such as:

• Mobilization and site : Efficiency in initial mobilization and management of the construction site is critical.
• QSMS (quality, safety, environment and health) : Maintaining high standards in these aspects is indispensable for project success.
• Financial Resources : Effective management of financial resources ensures the sustainability of the work.
• Service measurement : A precise measurement of services performed avoids conflicts and subsequent contractual adjustments.
• Macro Conflict Planning and Management : Large -scale planning and the ability to resolve conflicts are essential to keeping the project on rails.
• Strategic Fundamentals and Change Management : Well -defined strategies and the ability to manage changes are differential for successful contractual management.

Owner's ethos: collaboration is the key

The owner's ethos, that is, their collaborative or non -collaborative posture, can have a significant impact on the progress of the works. A medium collaborative owner, as indicated in the chart, may face more challenges and obstacles than those who adopt a proactive and cooperative posture.

Good practice: the inclusion of indirect in the spreadsheet

A recommended practice to mitigate problems in civil works management is the inclusion of indirect costs in the planning spreadsheet. This approach has been effective in preventing unexpected delays and overloads. In addition, the contractors have adapted their operations to the restrictions imposed, adjusting the mobilizations to the volume of available works.

Clarify doubts in the competition phase about the release of areas and projects contributes significantly to avoid problems during the execution of the work.

Exxata Analysis: Impact of late approval of quantity additives

Detailed analysis shows that the delay in approving quantity additives required for contract adjustments may cause term extensions and cash flow problems of the contractors. Often, inspection teams do not focus on solving these problems, preferring to insist on complete mobilizations and the requirement of acceleration plans, without negotiating appropriate deadlines.

This posture ends up forcing the contractor to adopt coercive measures, such as the suspension of extra shifts and delays in the payment of suppliers, which may further compromise the progress of the work.

Conclusion

The management of civil works in steel and mining involves complex challenges, but with proper planning, mastery over contractual routines and collaborative posture, it is possible to minimize risks and ensure project success. Implementing good practices and avoiding delays in approving quantity additives are essential steps to keep the work within the deadlines and budget stipulated.