PCM can handle any of these types of contracts with a bit of adjustment to some procedures. This is a short list but it shows that there are many types of contracts in which you can engage with another party. If there are overruns or savings on the project, this is shared between the parties. Incentive contracts: This type of contract is used typically when there is some uncertainty about the costs of the project. The client then pays for the materials used and time spent on that scope of work. The project is broken into several pieces with a statement of work and an estimate. Retainer contracts: This is the typical time and material type of contract.
The advantage is that the client only pays for what the service supplier has used on the project plus the agreed fee. Many types of cost plus contracts: The contractor (or service provider) is paid for the costs of what he has put into the project plus a fee based on the percentage. The advantage is that the customer only pays for what was placed into the project. Payment is made on actual units placed into the project. Unit price contract: The project is broken into various materials or units with an estimated quantity associated with those units. The advantage is that both parties know the cost before the project commences (barring any unexpected changes). Lump sum fixed price contract: This is the simplest form of contract. There are many types of contracts, depending on the type of project and the nature of the industry, with various benefits for one or both parties: What has been described here is a simple form of contract. Enter Contract Management tools like PCM. There is no way that a manager trying to perform a task to fulfill his part of the relationship can understand or even know all the requirements. So instead of just four or five simple requirements, contracts can be several hundred pages long and many times can only be interpreted by lawyers (perhaps by design – but that is another topic). He has many different parties that he will have to communicate with and track these communications just in case David claims that he didn't get paid.Īs time progressed, the concept of the contractual relationship became more formalized and the legal profession saw another avenue to make money. Joe now has many different contracts in place that he needs to monitor to make sure that the requirements of each contract are being met, either between Kristin and himself or his suppliers of parts and himself.
David does not care about the relationship Joe has with Kristin that is Joe's relationship. Each level concentrates on their relationships. Each level will be managing the relationship from their perspective, making sure that the other party in the contract is performing as they had agreed. We now have three levels of involvement in building this self-propelled chair there are contractual relationships formed between each of the levels. The book also covers the aspects of how Oracle Primavera Contract Management manages the money and contractual relationships on a project. The book then covers in detail the concepts involved with how it works from a 30,000 foot view and explains the concept of how Oracle Primavera Contract Management is diametrically opposed to a spreadsheet mentality. This book starts with some basic introduction to Contract management and then covers the advantages and disadvantages of using a spreadsheet in managing information on a project.
You will understand the concepts behind the core modules and how to use them. "Oracle Primavera Contract Management, Business Intelligence Publisher Edition v14" makes this complex application understandable. "Oracle Primavera Contract Management, Business Intelligence Publisher Edition v14" explains the concepts behind the core modules and how to use them. Oracle's Primavera Contract Management, Business Intelligence Publisher Edition is a document management, job cost, and field controls solution that keeps construction projects on schedule and on budget through complete project control.