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Best CM Practices for Risk Mitigation Management: Part 3

The predominant mistake in the approach of many CMs managers is avoidance, which is exemplified by a reluctance to enforce protocols dictated by the general conditions, and an aversion to document the contractor’s failures to comply with contract requirements. We have found that not only does this style of management impede the owner’s ability to defend claims, but we have also discovered that projects managed under these flawed approaches are more prone to quality problems, schedule delays, and distrust and acrimony among team members.

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Best CM Practices for Risk Mitigation Management: Part 2

In a troubled project, each party prepares its own list of grievances and perceived cost impacts without sharing it. Each holds the expectation that it is entitled to credit/reimbursement. This festers into resentment, lack of cooperation, and even animosity. How does an owner build back the trust between the players and convince the contractor to come to the table to continue seeking solutions to the project’s troubles?

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Best CM Practices for Risk Mitigation Management: Part 1

In this eight-part series, we will outline turn-around strategies for high-risk construction projects. Not only are such basic tenants and protocols of Anser’s Risk Mitigation Management practice recommended for troubled projects, but we also regularly incorporate many of these principles into our sales and delivery of our assignments as a third-party, construction manager (CM).

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Mitigation Obligation to Reduce COVID-19 Damages in Construction

The world finds itself in the middle of a global health emergency, not one created on a production stage but a real-life pandemic with a high risk of spread and impact as declared by the World Health Organization. The construction industry is experiencing exorbitant disruptions in project activities due to COVID-19 that have substantial effects on schedule due to supply delays, labor shortages, and social-distancing constraints.

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