Civil Engineering Project Management (4th Edition)
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36 <strong>Civil</strong> <strong>Engineering</strong> <strong>Project</strong> <strong>Management</strong><br />
Risk 8, failure to get labour, is usually shouldered by the contractor, mainly<br />
because this lies within the ability of the contractor to control, and not the<br />
employer.<br />
Usually any requirement that the contractor should shoulder all or most<br />
risks arises because the employer prefers to have a fixed financial commitment,<br />
or because he has only a limited allocation of funds which he has<br />
no authority to exceed. Some overseas governments will not authorize any<br />
expenditure above the tendered sum. This fixing of the price and placing all<br />
or most of the risks on the contractor can be expected to lead to generally high<br />
prices. Also if unexpected circumstances occur which the contractor has not<br />
allowed for, he may tend to adopt ‘short-cut’ methods which do not produce<br />
the most satisfactory work, or he may be forced to finish the work at a loss.<br />
For complex projects, and perhaps where major cost reimbursement or target<br />
cost projects are envisaged, a formal risk assessment may be necessary in which<br />
a risk register is set up, defining how each risk is to be dealt with and which<br />
party is to carry the liability should the risk occur. In summary this may involve:<br />
• identification of risks likely to arise by discussion between all interested<br />
parties involved;<br />
• analysis of each risk as to likely frequency, severity of impact on cost and<br />
delay, both maximum and minimum;<br />
• identification as to who is best able to manage the risk and/or who should<br />
carry the costs which may arise;<br />
• definition of risks falling on the contractor so that he can include for them<br />
in his prices or insure against them.<br />
The analysis of risks may be accompanied by a mathematical probability<br />
exercise to try to assess the most likely outcome for the employer’s financial<br />
planning purposes. As a general principle, it is usually best not to pass to the<br />
contractor risks which are most difficult to assess as regards likelihood or cost,<br />
since a contractor may then need to increase his price substantially to protect<br />
his position, causing the employer to pay for a risk which may never arise.<br />
3.4 Producing an initial cost-estimate of a project<br />
At an early stage an employer will want to know the probable cost of his<br />
intended project. Usually no realistic figure is possible until a feasibility study<br />
of the project has been completed; before that only an ‘order of magnitude’<br />
figure or ‘budget estimate’ can normally be quoted. Three main methods of<br />
producing this are as follows:<br />
• by reference to the cost of similar projects;<br />
• by sketch layout and component costing;<br />
• by use of cost curves if available.<br />
The first assumes a record is available of the cost of past projects undertaken<br />
by the employer’s engineer, or perhaps costs taken from the technical press.