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TUGAS KULIAH MMT ITS JAKARTA

MANAJEMEN KONTRAK
(BM185111)
DOSEN IR. I PUTU ARTAMA WIGUNA, MT, PHD
DISUSUN OLEH KELOMPOK 1:
YULIUS INDHRA KURNIAWAN (09211850026019)
MARIO FRANKISTA SUROSO (09211950025030)
PUNTO BAGUS PAMBUDI TRIYASWORO (09211950025034)
LATAR BELAKANG
ROLE OF CONTRACT

CONTRACT
PROJECT MANAGEMENT PROCESS
GROUPS
 THOSE PROCESSES PERFORMED TO DEFINE A NEW
PROJECT OR A NEW PHASE OF AN EXISTING
INITIATING PROJECT BY OBTAINING AUTHORIZATION TO START
THE PROJECT OR PHASE
 THOSE PROCESSES REQUIRED TO ESTABLISH THE
SCOPE OF THE PROJECT, REFINE THE OBJECTIVES AND
CLOSING PLANNING DEFINE THE COURSE OF ACTION REQUIRED TO
ATTAIN THE OBJECTIVES THAT THE PROJECT WAS
UNDERTAKEN TO ACHIEVE
 THOSE PROCESSES PERFORMED TO COMPLETE THE
PROCES WORK DEFINED IN THE PROJECT MANAGEMENT
S PLAN TO SATISFY THE PROJECT SPECIFICATIONS
 THOSE PROCESSES REQUIRED TO TRACK, REVIEW,
AND REGULATE THE PROCESSES AND PERFORMANCE
CONTROLLING EXCEUTING OF THE PROJECT; IDENTIFY ANY AREAS IN WHICH
CHANGES TO THE PLAN ARE REQUIRED; AND
INITIATE THE CORRESPONDING PROJECT OR PHASE
 THOSE PROCESSES PERFORMED TO FINALIZE ALL
MONITORING ACTIVITIES ACROSS ALL PROCESS GROUPS TO
FORMALLY CLOSE THE PROJECT OR PHASE
All industries have their own contract systems and approaches

Depends on Risk of Scope, Cost & Schedule Complexity


(technical risk)

Urgency (fast track)

Performance period (operations and maintenance)

Contractor's ability (technical and risk)

Extent of Subcontracting (how much work will be outsourced)


7 1
Alliance Contract
(share the risk and Build Only (do the
reward) physical work only)

6 2
Design / Build
Privately Funded (Contractor do the
Project (turnkey + design)
provide the funds)
5 3 Design / Build / Maintain
Managing Contractor 4 / Operate
Contract (open book – EPC / Turnkey
do and charge)
CHOICE OF FIDIC FORM OF CONTRACT

1. Straight forward, quick or cheap project - Green Book


2. Employer design (traditional project) - Red Book Engineer administers the contract and
the contractor is also subject to a fitness-for-purpose obligation
3. Employer design (Development Banks providing finance) - Pink Book
4. Contractor design (traditional project) - Yellow Book - Engineer administers the contract
and the contractor is also subject to a fitness-for-purpose obligation
5. EPC/Turnkey/ BOT project - Silver Book There is no engineer under the Silver Book as
his responsibilities are assumed by the employer
6. Design, build, operate project Gold Book long-term operation and maintenance
commitment is required along with design and build obligations
7. Dredging and Reclamation Works - Blue Book
8. Client/Consultant Model Services Agreement – White Book
KEY POINTS –
CONTRACT ROLES

Roles are DEFINED in the General


1 Conditions of Contract

The Roles WILL vary in name and


2 responsibilities/authority in
different forms of Contract

When corresponding under the


3 Contract ALWAYS address your
correspondence to the Contractual
4 ALWAYS send contractual
correspondence from your
Role for whom it is intended

contractual role
GENERAL
CONTRACTING

CONTR
ACT
GENERAL CONTRACTING

Thomas E yher & Davenport - Fundamentals of Building Contract Management


University of New South Wales Press (2002)
THE CONTRACT
FRAMEWORK INCLUDES

 The agreement Management arrangement


 scope of works responsibilities
 what is to be done relationships
 Who is involved subcontracts
 times

oLegal arrangement
 Documents o Contract conditions
 financial arrangements o Legal courses of action
 Payments
 Iiquidated damages
 insurance
Administration
procedures
ALLOCATION OF RISK
THE EMPLOYER RISKS
FLOW OF INFORMATION

Site meetings

Site directions (instructions)

Contract documents

Bill of quantities Contract documents &


Shop drawings

Cash flow statement


GENERAL CONTRACT CLAUSES

• The contract between the principal and the contractor


Evidence of contract can be evi- denced by a ‘formal instrument of
agreement’ executed by the contracting parties.

Interpretation • the important contract terms and the contract parties


are defined
(definitions)
• ontains the basic promise by the contractor to
Nature of contract complete the work and by the principal to pay the
contract price.

• cash, bonds or inscribed stock, interest-bearing deposit


Contract guarantee in a trading bank , insurance company security

• state the amount of the contract price or the contract


Contract sum sum. ‘Contract price’ and ‘contract sum’ are not the
same.
LATENT CONDITIONS

Latent site conditions are a major aspect of risk in


construction. The risk may be allocated very differently in
different contracts.

1. physical conditions on the site or its surroundings, including artificial things


but excluding weather conditions at the site, which differ materially from the
physical conditions, which should reasonably have been anticipated by the
contractor at the time of the contractor’s tender if the contractor had:
a. examined all information made available in writing by the principal to
the contractor for the purpose of tendering
b. Examined all information relevant to the risks,contingencies and other
circumstances having an effect on the tender and which is obtainable
by the making of reasonable inquiries inspected the site and it
ssurroundings
2. Any other conditions that the contract specifies to be latent conditions.
LATENT CONDITIONS

A latent condition may necessitate:

1. delay and additional expense to perform the specified


work
2. a change from the specified work
3. both 1 and 2.
RESPONSIBILITIES OF CONTRACTUAL PARTIES

EMPLOYEE/PRINCIPAL
• The contract between the principal and the contractor can be
evi- denced by a ‘formal instrument representative of the
obligations to be found in most construction contracts.
CONTRACTOR
• representative of the obligations to be found in most
construction contracts, but any particular construction
contract must be examined to find its express terms.
SUPERINTENDENT/REPRESENTATIVE
• The principal usually appoints an agent for the purposes of
administering for the principal certain aspects of the contract
EMPLOYER/OWNER OBLIGATIONS

• Acts reasonably and in good faith


• Appoints their Representative (Engineer or Authorised Person)
• Accepts the Contract
• Hands over site to Contractor
• Hands over Employer supplied material in a timely manner
• Timely supply of documentation to the Contractor
• Makes contract payments
• Releases bank guarantees
• Pays interest on overdue moneys
CONTRACTOR’S GENERAL OBLIGATIONS

• Nominate Contractor’s Representative


• Complete the the Works in accordance with
Contract and directions authorised by the
Owner’s / Superintendent’s Representative
• Supply everything necessary for the proper
performance of contractor’s obligations and
discharge of the contractor’s liabilities
• Unless otherwise stated, use suitable new materials
and proper tradesperson like workmanship
• Reach Completion (or Practical Completion) by
the date for Completion (or Practical Completion)
EMPLOYER’S ENGINEER

• Represents the Employer/ Owner


• Acts reasonably and in good faith
• Issues Certificates valuing work, issues progress claim certificates, certificates of practical completion
and final certificate
• Assesses variations, resolves disputes, grants extensions of time (EOT)
• Approves appointment of sub-contractors
• Approves submittals (contractor drawings and material
• samples)
• Controls employees
EMPLOYER’S
ENGINEER

• Explains contract document ambiguities


• Directs examination and testing of materials
• Directs the replacement of defective materials
• Advises Employer on need to postpone or suspend WUC
• Monitors and manages contractor progress towards practical completion
• Orders/instructs variations
• Can be a Company – independent of the Employer
• Is Independent from the Contract and potentially liable for errors and Instructions
DELIVERABLES BY THE
CONTRACTOR

• Includes: • Includes:
• Submitted Tender (Offer) • Workmanship / Materials
• Returnable Schedules • Warranties/Guarantees
• Required Insurances
• WUC
• As-built
• Management Plans + HSEQ documentation/Maintenance
• Securities (in lieu of retention) manuals
• Contractor’s Design
• Training
• Final Claim
OBLIGATIONS
WHO ADMINISTERS THE CONTRACT
ASSIGNMENT AND
SUBCONTRACTING

Assignment

Subcontracting

Designated, selected and nominated


subcontracts
ENGINEER / EMPLOYER’S REP AUTHORITIES
CONTRACTOR TO COMPLY WITH
INSTRUCTIONS
•The Contractor shall comply with the instructions given by the Engineer or delegated assistant,
on any matter related to the Contract. Whenever practicable, their instructions shall be given in
writing
•If an instruction constitues a Variation, Clause 13 Variations and Adjustments 1 shall apply.

1.When determining claims


the Engineer shall make a fair determination in accordance with the Contract, taking due regard of all
relevant circumstances. The Engineer shall give notice to both Parties of each agreement or
determination, with supporting particulars. Each Party shall give effect to each agreement or
determination unless and until revised under Clause 20 [Claims, Disputes and Arbitration]. When
determining claims
the Engineer shall make a fair determination in accordance with the Contract, taking due regard of all relevant
circumstances. The Engineer shall give notice to both Parties of each agreement or determination, with
supporting particulars. Each Party shall give effect to each agreement or determination unless and until revised
under Clause 20 [Claims, Disputes and Arbitration].
NOMINATED SUBCONTRACTORS

The Contract may specify the named specialist company to be appointed for a particular part of the
Works; in which case it should also specify coordination and other requirements, and the terms of
the proposed Subcontract.

The Contract may specify the named specialist company to be appointed for a particular part of the
Works; in which case it should also specify coordination and other requirements, and the terms
of the proposed Subcontract.
The Contractor can raise reasonable objection, with supporting particulars. Unless the Employer
agrees to indemnify the Contractor against and from the consequences of the matter:
(a) the Subcontractor does not have sufficient competence, resources or financial strength;
(b) the subcontract does not specify that the nominated Subcontractor shall indemnify the Contractor
against and from any negligence or misuse of Goods by the nominated Subcontractor, his agents and
employees; or
(c) the subcontract does not specify that, for the subcontracted work (including design, if any), the
nominated Subcontractor shall:
(i) undertake to the Contractor such obligations and liabilities as will enable the Contractor to
discharge his obligations and liabilities under the Contract, and (ii) indemnify the Contractor against
and from
TIME

The time for giving possession of the site

Practical completion and date for practical completion

Defects liability period

Defects liability period


COMPLETION

• If the Employer requires to take over the Works in stages, each stage having its own Time for
Completion, delay damages, and (possibly) Tests on Completion.
• For Contractor-design, P&DB's and EPCT's Employer's Requirements should describe the Tests on
Completion, and any Tests after Completion, which are considered necessary to demonstrate that the
Plant and other Works satisfy the prescribed criteria
• The general sequence of events is as follows:
• the Contractor completes the Section or Works;
• the Contractor carries out the tests defined as the Tests on Completion;
• the Employer takes over the Section or Works;
• the Tests after Completion are carried out, if any;
• Defects Notification Period / Defects Liability Period / Maintenance Period
DELAYED DRAWINGS AND INSTRUCTIONS

In Construct Only Contract


Entitleement to EOT + Costs
WORKING HOURS

No work shall be carried out on the Site on locally recognised days of rest, or outside the normal
working hours stated in the Appendix to Tender, unless:
(a) otherwise stated in the Contract, (b) the Engineer gives consent, or
(c) the work is unavoidable, or necessary for the protection of life or property or for the safety of the
Works, in which case the Contractor shall immediately advise the Engineer.
COMENCEMENT, DELAY & SUSPENSION

•Must commence as soon as practical after the stated commencement date


•Proceed with the Works with due expedition and without delay.
•The Contractor shall complete the whole of the Works, and each Section (if any),
within the Time for Completion for the Works or Section (as the case may be),
including:
• achieving the passing of the Tests on Completion, and
• completing all work which is stated in the Contract as being required for the
Works or Section to be considered to be completed for the purposes of
taking- over under Sub-Clause 10.1 [Taking Over of the Works and Sections
].
COMENCEMENT, DELAY & SUSPENSION
DELAY DAMAGES

• If the Contractor fails to comply with Sub-Clause 8.2 [ Time for Completion ], the
Contractor shall subject to Sub-Clause 2.5 [ Employer’s Claims 1 pay delay damages to the
Employer for this default.
• These delay damages shall be the sum stated in the Appendix to Tender, which shall be
paid for every day which shall elapse between the relevant Time for Completion and the
date stated in the Taking- Over Certificate.
• However, the total amount due under this Sub-Clause shall not exceed the maximum
amount of delay damages (if any) stated in the Appendix to Tender.
SUSPENSION

• The Engineer can instruct suspension


• The Contractor must comply and protect, store and secure the
• Works
• The Contractor is entitled to EOT and costs (not profit) but must follow the notification and claims
procedure in the Contract
• The Contractor shall be entitled to payment of the value (as at the date of suspension) of Plant and/or
Materials which have not been delivered to Site, if:
• the work on Plant or delivery of Plant and/or Materials has been suspended for more than 28 days, and
• the Contractor has marked the Plant and/or Materials as the Employer's properly in accordance with the
Engineer's instructions.
PAYMENT TO CONTRACTOR

Contract price

Progress claim
THE CONTRACT PRICE
CONTRACT FORM (SELECTION)

• Factors influencing choice of contract form include:


• Industry norm
• Risk allocation
• Design responsibility
• Ease or complexity of project
• Desire for flexibility
QUESTIONS TO ASK IN SELECTING THE
CONTRACT
• Is the Employer (or the Engineer) going to do most of the design?
• Is the Contractor going to do most of the design?
• Is it a Privately Financed (or Public/Private Financed) Project, of the Build Operate-
Transfer or similar type, where the Concessionaire takes total responsibility for the
financing, construction and operation of the Project?
• Is it a Process Plant or a Power Plant (or a factory or similar) where the Employer (who
provides the finance) wishes to implement the Project on a Fixed-Price Turnkey Basis?
• Is it a reconstruction or refurbishment or other type of Project?
TECHNICAL DOCUMENTS
CONTRACTORS EQUIPMENT & MATERIAL

• "Works" mean the Permanent


Works and the Temporary Works,
or either of them as appropriate.
PRIORITY OF DOCUMENTS
PRIORITY OF DOCUMENTS
PAYMENTS
TERMINATION BY EMPLOYER

The Employer shall be entitled to terminate the Contract if the Contractor:


•Does not provide performance security
•Fails to Correct a breach
•Abandons the works
•Fails to proceed with the works in accordance with the contract
•Fails to comply with Rejection / Remedial Work
•Sub-contracts the whole of the Works
•Becomes bankrupt or insolvent
•Gives or offers a bribe
the Employer may, upon giving 14 days' notice to the Contractor, terminate the
•Contract and expel the Contractor from the Site.
•The Employer's election to terminate the Contract shall not prejudice any other rights of the
Employer, under the Contract or otherwise
•The Employer may complete the Works and/or arrange for any other entities to do so. The Employer
and these entities may then use any Goods, Contractor's Documents and other design documents
made by or on behalf of the Contractor.
PAYMENT AFTER TERMINATION

• After a notice of termination under Sub-Clause 15.2 [ Termination by Employer has taken effect, the
Employer may:
• (a) proceed in accordance with Sub-Clause 2.5 [Employer's Claims],
• (b) withhold further payments to the Contractor until the costs of execution, completion and
remedying of any defects, damages for delay in completion (if any), and all other costs incurred by the
Employer, have been established, and/or
• (c) recover from the Contractor any losses and damages incurred by the Employer and any extra costs
of completing the Works, after allowing for any sum due to the Contractor under SUb-Clause 15.3 [
Valuation at Date of Termination ].
• After recovering any such losses, damages and extra costs, the Employer shall pay any balance to the
Contractor.
TERMINATION BY CONTRACTOR

The Contractor shall be entitled to terminate the Contract if:


•the Contractor does not receive the reasonable evidence within 42 days after giving notice under
Sub-Clause 16.1 [ Contractor's Entitlement to Suspend Work ] in respect of a failure to comply with
Sub-Clause 2.4 [ Employer’s Financial Arrangements ].
•the Engineer fails, within 56 days after receiving a Statement and supporting documents, to issue the
relevant Payment Certificate,
•the Contractor does not receive the amount due under an Interim Payment Certificate within 42 days
after the expiry of the time stated in Sub-Clause 14.7 [ Payment 1 within which payment is to be made
(except for deductions in accordance with Sub-Clause 2.5 [Employer's Claims]),
•the Employer substantially fails to perform his obligations under the Contract,
•the Employer fails to comply with Sub-Clause 1.6 [ Contract Agreement] or Sub-
•Clause 1.7 [Assignment ],
•a prolonged suspension affects the whole of the Works as described in Sub-Clause
•8.11 [Prolonged Suspension], or
•the Employer becomes bankrupt or insolvent, goes into liquidation
DISPUTES MANAGEMENT

Contractual disputes arise from time to time and need to be resolved fairly, cost effectively and with as
little damage to ongoing relationships as possible.
Litigation can be appropriate in some cases. It is not however the best option.
CLAIMS AND DISPUTES

• Breach of Contract:
• Failure by a Company to meet its obligations under the Contract, e.g.:
• Failure to pay
• Failure to progress the WUC
• Provide access to site within time
• Provide information or documents within time
• Provide Free Issue Materials within time
• Provide a Superintendent who acts reasonably or in good faith
ALTERNATE DISPUTE RESOLUTION PROCESSES
REFERENSE

• Phillip Davenport - Fundamentals of Building Contract Management-University of


New South Wales Press (2002)
• Blue Vision, Institute Of management, handout, Understanding Contract Term, 2017.
RELATIONSHIP
RELATIONSHIP MANAGEMENT FOR
CONTRACTING
• Relationship management. Effective contract management relies on good communication
based on mutual respect, trust, understanding, openness and accountability. Keep the
relationship between you and your supplier open and constructive, resolving or easing
tensions and identifying issues early
• Managing relationships keeps the relationship between the two parties open and
constructive, aiming to resolve problems early and focus on continual improvement.
The relationship spectrum

In contract management, it’s important to establish effective working relationships with suppliers. The nature of the
procurement will help to determine the relationship you want to develop with the supplier. The relationship spectrum
shows the differing degrees of closeness that can exist between buyers and suppliers – depending on the nature of the
contract.
RELATIONSHIPS BETWEEN AGENCIES AND SUPPLIERS
CAN BE:

• competitive (often called ‘win-lose’ relationships), where a gain by one party results in a
loss to the other, or
• collaborative (often called ‘win-win’ relationships), in which both parties acknowledge the
benefits of doing business together and adding value, from which they can both gain.
COMPETITIVE RELATIONSHIPS

Competitive relationships are associated with ‘transactional procurements’: simple exchanges in which the supplier provides goods
or services and the buyer provides money in payment. Transactional procurements typically involve:
• standard products or services
• many competing suppliers
• wide supply markets
• no benefits, or no need for a high degree of trust
• in environment in which the cost of switching from one supplier to another is low.
In a competitive relationship the buyer seeks to obtain the best possible price for the required quality and delivery standards.They
try to squeeze the supplier’s profit margins. While this approach is unlikely to produce a long-term relationship, it should always be
professional and ethical.
COLLABORATIVE RELATIONSHIPS

In a collaborative relationship the buyer seeks to develop a long-term relationship with the supplier – one
in which both seek ways to add value for the ultimate benefit of the buyer, the supplier and end users. It’s a
proactive relationship focused on looking for improvements, not a ‘cosy customer-supplier’ relationship in
which the status quo is allowed to prevail. The supplier and the buyer usually:
• look for improvements and innovations together, secure in the knowledge that any benefits achieved will
be shared
• jointly set targets for improvements in cost and quality, and meet regularly to discuss progress in
achieving them.
Collaborative relationships take time and effort to develop and are associated with more strategic
procurements. They’re not suitable for procurements where a failure in supply would not be damaging to
the buyer.
COLLABORATIVE RELATIONSHIPS

typically involve:
• shared objectives
• a mutual search for greater efficiency
• joint planning for the future
• each party understanding the expectations of the other and seeking to meet them
• an environment of equal partnership.
COLLABORATIVE RELATIONSHIPS

The three key factors for successful collaborative relationships are:


• clear, open and honest communication
• mutual trust, respect and understanding
• collaboration and joint problem-solving.
COMMUNICATION

Many cases of mistrust or concern result from a failure to communicate effectively –


whether it’s on the specifics of the deliverables, your agency’s overall business goals, or your
concerns about underperformance.
At the negotiation stage, each party might be concerned about unduly exposing its position
for fear that the other will exploit information. However, if you’re looking for a long-term,
collaborative relationship, you should encourage information-sharing from the outset, with a
view to developing trust and working together to achieve mutually beneficial results. Note
though that there should be a realistic balance between openness and reserving negotiating
positions at this stage.
MUTUAL TRUST

Trust can be the defining characteristic of a collaborative relationship between agency and
supplier. In this context it might mean having confidence in the other party’s:
• capability to ‘do the job’ well
• goodwill – having the interests of ‘us’ and the relationship at heart
• integrity – acting and speaking honestly
• commitment to the relationship beyond the letter of the contract.
Trust can only be won through developing strong relationships, often between the people
managing the contract on a day-to-day basis. It has to be built and ‘earned’ through actions and
behaviours, rather than assertions, and is often tested when problems arise.
JOINT PROBLEM-SOLVING

No matter how good the relationship between agency and supplier, and how stable the delivery of the goods or
services, problems can still arise. Good contract management involves both agency and supplier co-operating to
ensure that problems are recognised and resolved quickly and effectively.
You can do this by:
• agreeing on problem-handling procedures in advance through a risk management plan and dispute-resolution
protocol
• ensuring clear, timely notification, reporting and escalation procedures that enable problems to be resolved
before they develop into disputes
• ensuring the supplier has its own risk-management procedures, including internal escalation procedures, and
uses them when needed.
These procedures should seek to prevent problems as well as resolve them.
BENEFITS OF EFFECTIVE RELATIONSHIPS
Ultimately the relationship between your agency and its supplier will influence the contract’s success.
Get it right and the benefits will follow.
The benefits of developing and maintaining an effective working relationship include:
MANAGING RELATIONSHIPS WITH INTERNAL AND
EXTERNAL STAKEHOLDERS
From an agency’s perspective, ‘stakeholders’ include people within the organisation who
benefit from the goods or services (e.g. staff who use newly purchased desks) and people
outside the organisation (e.g. taxpayers who are the recipients of a purchased service).
Identifying these stakeholders and developing appropriate relationships is part of good
contract-management practice. In many procurements, these stakeholders’ needs and
expectations will be a key influence – their requirements must be satisfied and they must
be included in assessments or reviews of suppliers’ performance and the suitability and
quality of the goods or services delivered.
SATISFYING STAKEHOLDER GROUPS

YOU CAN DEVELOP A FRAMEWORK FOR MANAGING THESE RELATIONSHIPS BY


IDENTIFYING RELEVANT STAKEHOLDERS AND MAPPING THEIR ‘POWER AND
INFLUENCE’ AND ‘INTEREST AND ASPIRATIONS’.
Stakeholder power and interest matrix
The diagram below indicates a possible approach for different types of stakeholder.
REFERENSI

• https://www.procurement.govt.nz/assets/procurement-property/documents/guide-
contract-and-relationship-management.pdf
GENERAL CONTRACTING
STUDI KASUS: DUNIA KONTRAK CHINA

• Tahun 80an mulai bangkit.


• General Contracting berkembang menjadi berbagai macam bentuk.
THE BIG TEN (2005)
MAIN PROBLEM (INTERNAL)

• 15 % International Eng Corporation Model


• 67 % Intuitions
• Too focus to construction
• No Project Management System
• Lack PM talents
• Lag in PM techniques
MAIN PROBLEM (EKSTERNAL)

• Market identity degree GC is low


• The legislation in GC is insufficient
• Lack of government policy
COUNTERMEASURING DEVELOPMENT GC

• Developing General Contractors based design institutes


• GC enterprises should pay attention to introduction and self-cultivation of talents
• Development of GC enterprises should follow the guidance of the market
• Accelerating the process of legislation so as to provide legal basis for further advancing GC
• Reforming the Bidding Procedures
CONCLUSION

• PERAN PEMBUAT KEBIJAKAN SANGAT BERPENGARUH TERHADAP


PERKEMBANGAN DUNIA KONTRAK KONSTRUKSI DI SUATU WILAYAH.
• ATURAN YANG JELAS DI DUNIA KONTRAK KONSTRUKSI MEMBUAT MENJADI
BERKEMBANG BAIK.
• DUKUNGAN PROFESIONAL YANG MEMPUNYAI SKILL YANG TINNGI SANGAT
DIPERLUKAN BAGI DUNIA KONTRAK KONSTRUKSI.
• Yang terpenting adalah niatan untuk mandiri, bekerja atas kemampuan sendiri untuk maju
dan berkembang.
DAFTAR PUSTAKA

1. Undang-undang Republik Indonesia no 18 Tahun 1999 tentang Jasa Konstruksi.


2. Davenport, Philip_ Uher, Thomas E - Fundamentals of building contract management-
University of New South Wales Press (2009).
3. (Construction Management) Phillip Davenport - Fundamentals of Building Contract
Management-University of New South Wales Press (2002).
4.

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