3.

8 Selecting the Client

 Can I choose my
Selecting the client costumers?

 Past Projects Record

What have they built? Where is the money coming from
(who is funding)?
Market reputation (INVESTIGATE!)
 Feasibility of the Project
Did they pay all their obligations?
Repetitive Customer
 Honesty
Ownership of the Property?
Professional and established
Company? Ownership of the Project?
Will they sign a Contract? Project Approved by end-user, by
the local or federal government?
Market Reputation?
WILL THEY PAY ME?????.
 Financial IT IS VERY IMPORTANT to
evaluate the RISK OF
Do they have the money to execute
EACH CUSTOMER and
the project?
Do you have a good experience in of the overall Project
past projects with them, have they paid you? Client Risk
Matrix
Recap
 Basic Management Concepts for a Construction Company
Planning + Organizing + Management + Result Control + Continuous Improvement
 Elements of a Construction Company
Customers + Capital Resources + Human Resources + Established processes &
technical knowledge
 Creation of a Construction Company
Ley general de sociedades mercantiles & acta constitutiva
 Mission, Vision, Values and Objectives
 SMART objectives and goals
 Strength-Driver, how to differentiate from competitors?
 Company’s departments, Define «roles» and responsibilities
 Selecting the Client
Past Projects record + Honesty + Financial + Feasibility of the project
4. Contract Administration
4.1 Estimating & Tendering
 Estimating & Tendering for a project
 Various tendering methods are available for the selection of a suitable CPM to execute the
construction works.
 On large projects under the traditional system they invariably involve the tendering contractors
pricing a bill of quantities.
 Contractors build up unit rates for the labour, plant, materials, overheads and profit required to
carry out each concept, then they estimate the project.
 ESTIMATING
 The function of estimating is to establish the net prime cost of completing the works indicated
in the RFP documents. That is exclusive of head office contribution (comprising overheads and
profit), and additional moneys to be added intuitively to mitigate the General Contractor's risks
= DIRECT COST
 TENDERING
 Tendering is the total process undertaken by a General Contractor of estimating net prime cost
of the works and adding to this allowances for head office contribution and risk. This uplifted
figure is the tender price for which we as GC offer to carry out the works.
 The estimate is converted to a tender figure following the tender adjudication, the Owner must
feel satisfied that the estimate is an accurate reflection of probable net prime cost; and the mark
up.
 Estimating & Tendering for a project

 The process of estimating & tendering must result in an

AWARDED CONTRACT

4.1 Tendering Procedure

CIOB Code of estimating practice 1996

4.2 Project Delivery Method
Different Schemes to award a Contract
Owner
 Manages overall process
 Maintains significant control,
often through a CM
Designer
 Prepares the plans and specs
 Interprets the plans and specs
 Approves shop drawings
 Option to provide construction
monitoring services
Consultants
The Traditional Approach
Design-BID-Build
 Phases are linear
 Construction documents are
usually complete
 Contract may be negotiated o
competitively bid
 Any number of subcontractors
 Does not participate in design
Contractor  Responsible for means methods
and sequence of work
 Agrees to complete within a
specified timeframe and for a
Subcontractor specified amount
Supplier
CMAA, Standard of Practice
 Different Schemes to award a Contract
 Owner provides 100% of the design The Traditional Approach
Design-BID-Build
 The Project is TENDERED out with several General Contractors Must popular
 The GC does not include any design in their scope of work delivery method
ADVANTAGES for construction
 Design is supposedly 100% finished
projects
 The Owner receives the Value Engineering ideas before the project is started Characterized for
executing the
 All Bidders tender the same scope of work
major phases of a
 They client will not expect any future change orders during the construction phase project in a linear
 All items are clearly defined. The “assumptions” made by GC´s are substantially reduced sequence
 Experienced Designers can provide an excellent project to execute. NO learning curve applied to GC
DISADVANTAGES
 The Designer does not have the construction “experience”, therefore projects are usually incomplete or not suited for
construction
 The total project life-cycle tends to extend. You need to have the design phase finished (all or must drawings) before
you can put them out for Tender, you can not start any construction phase until the design is finished.
 Additional Value Engineering ideas provided by the GC might not be taken into account. THE DESIGNER KNOWS BEST.
 Sometimes there is lack of support by the Designer during the construction phase.
 If not fostered by the client, there would be no appropriate communication between the GC and the Designer.
Different Schemes to award a Contract
The Design/Build BID
Approach
 Owner contracts through a
single entity Owner
 Linear or fast-track optios  May be a single firm
 Can be a joint venture often led
by contractor with designer as sub
or within his team

Contractor  Usually guarantees certain

performance capabilities will be
achieved
 Responsible for schedule and
coordination
 May be cost lump sum, or GMP
 Holds all Contracts
 May perform portion of work or
sub 100%

Subcontractor Subcontractor Vendors

CMAA, Standard of Practice

 Different Schemes to award a Contract
Design/Build BID

 Owner provides specifications and some Basic Engineering drawings “BED”

 The Project is TENDERED with diverse General Contractors, under a Design/Build Scheme
 GC provides BED to support their cost proposal.
ADVANTAGES
 The Owner receives different Value Engineering ideas from all GC´s during the Tendering phase.
 The Project Cycle time is reduced.
 The total cost of the project is lower (no need to pay the overhead to hire a designer).
 Designer and GC are from the same team. Owner does not need to coordinate meetings or foster
them to work together.
 Owner addresses any open item with only one contact person (Project Manager) from the GC.
DISADVANTAGES
 The Specifications need to be very detailed and clear, in order to avoid divergences in the cost
proposals that will be submitted by the different GC´s. (comparing apples with apples).
 GC´s tend to make a lot of assumptions in their proposals, since not all the items are define in detail.
 Only invite to Tender experienced GC´s. Experienced working under the Design/Build scheme.
Different Schemes to award a Contract
The Multiple Prime Approach
 One owner contracts with multiple entities
 Owner maintains coordination role, often
Owner via CM
 Prime contracts are broken up by trade or
divided by law
 Allows for phased or fast-tracked
construction

Prime  Prime  Prime  Prime 

Contractor  Contractor  Contractor  Contractor 

Consultants
Subcontractor Subcontractor

CMAA, Standard of Practice

 Different Schemes to award a Contract
The Multiple Prime
Approach
 One alternative to the traditional procurement system is multiple-prime contracting, in which the Owner holds
separate contracts with contractors of various disciplines such as general construction, structural, mechanical, and
electrical. In this system the Owner, often through its CM, manages the overall schedule and budget during the
entire construction phase.
 In this system, individual contracts such as design, construction, and equipment, are directly executed and held by
the owner. The owner usually maintains the right and authority to approve and enforce schedules, terminate, and to
pay the contractors directly.
ADVANTAGES
 Great for projects where the number of prime contracts is usually small.
 Often the owner can manage these contracts directly with its own staff
 Work is broken down into smaller units based on typical trade subcontractor bid packages
 It enhances the opportunity to “fast-track” the project through phased construction
 The Owner gets the benefit of time savings, cost savings
DISADVANTAGES
 Owner takes full ownership of the RISK!!! And he knows it
 Appropriate technical and with construction expertise staff is needed in the Owner organizational chart
 Could lead to lack of coordination between the contractors
 The CM has to have EXPERIENCE and outstanding leadership skills.
Different Schemes to award a Contract
 Similar to the Traditional approach  Begins as an agent
 Trade contract may involve  CM offers a contract price, usually a
competitive bids or negotiated GMP, after a preliminary design is
contracts Owner complete
 Trade contracts may be with owner  Assumes limited or no risks (Owners
or CM signs contracts)
 CM may perform portions of the  Responsible for schedule coordination
work and enforcement
 Responsible for means, methods,
techniques and sequence of
Designer CM construction
 Prepares the plans and specs  Fast-track and multiple trade contracts
are options
 Interprets the plans and specs
 Option for cost savings/sharing
General 
 Approves shop drawings
 Makes periodic filed visits Contrator
 Participates in final inspections
Consultants Subcontractor Construction Management
Approach
CMAA, Standard of Practice
 Different Schemes to award a Contract
Construction
Management
 The owner provides specifications and complete Design or he will hire a design firm who will deliver the project’s
specialties at different times, tendering out the project on different stages through different packages.
 Different subcontractors are hired directly by the Owner. The owner pays them directly.
 The Consultant CM coordinates the daily activities and construction scheduled. He will charge a fee corresponding
to a percentage of the contract’s estimate.
ADVANTAGES
 The total cost might be lower, than to directly hire a GC. Need to investigate more on this issue!
 The owner only addresses any pending item with one contact person (CM), not the subcontractors or the GC.
 The Construction Phase of the Project can start without having the design at 100%. THIS IS ALSO A RISK!
 The Consultant Construction Manager expertise may expedite the Contractors selection.
DISADVANTAGES
 Owner takes full ownership of the RISK!!! (even if he does not know that)
 Designer does not have the construction “experience”, therefore projects are incomplete or not suited for
construction. Lack of coordination between the drawings and the execution.
 Additional Value Engineering ideas provided by the GC´s might not be taken into account.
 This scheme could promote lack of support by the Designer during the construction phase.
 The CM has to have EXPERIENCE and outstanding leadership skills.
4.3 Tendering Preliminary Enquiry
 Tendering considerations
RFP – Request for
PRIVATE TENDER Proposal
 Owner directly invites selected General Contractors.
 General Contractors need to prequalify, complying with Owner´s screening process
 BIDs are reviewed directly by the Owner or by a 3rd Party (supervision, consultant)
 Owner can decide on whichever proposal suits him better, based on Price, Reliability, Quality, Safety,
Time Line Scheduled, Value Engineering, Compliance with 100% of the RFP (scope of work) or
previous agreements.
 Sometimes you do not know against whom you are bidding the project. RFP CPA

 The Owner does not pay General Contractors to prepare BID package/proposal.
 The Owner develops BID Package internally or through 3rd parties. RFP JC

 The Owner can BID out the project using any of the following options:
1. Design + BID + Construction
Note: Designer can be a General Contractor (one of the bidders!)
2. Design/Build BID
3. Multiple prime approach
3. Construction Management
 Tendering considerations
RFP – Request for
PRIVATE TENDER Proposal
 In order to participate in a Private Tender, your company will need to:
Have experience in recent similar projects (Technical Capability)
Have a good relationship with the Owner (Preferable, not always a key ingredient)
Financial capability
RFP Magna
 Most of the Private BIDs have the following items in common:
Lump Sump Contracts or Maximum Price Guarantee.
In minor cases they use Unit Price Contracts
 Contracts
Foreign Customers BID out projects under Design/Build Scheme
They provide Basic Engineering Design (“BED”) and accurate specifications
The General Contractors need to quantify the project and submit their proposal (take Risk)
Usually under the Master Format (BID document) http://es.scribd.com/doc/24615899/CSI-Master-Format-2004
Most of the local Customers like to BID projects under the Design-BID-Build Scheme
Using a Catalogue of Concepts
Major Concern: Information does not match or it is Incomplete! (Catalogue of Concepts vs
Drawings vs Specs) and Quantities of the different concepts are not correct (Who takes the Risk?)
Tendering considerations
RFP – Request for
Proposal
PUBLIC TENDER
 General Contractors need to prequalify complying with Public Office screening process. (local, estate or federal)
 NEED TO COMPLY AND FOLLOW THE LAW-PROCEDURES!
If your proposal does not comply with the Law, it will be disqualified (Ley De Obras Publicas y Servicios
Relacionados “LOPSRM”)
 Another option, General Contractors can download BID packages directly on the official government pages
 BIDs are reviewed directly by the Government Entity and the committee they have established
 The Government Entity can decide on whichever proposal suits it better, usually they select based on the lowest
bidder and the GC MUST comply 100% with RFP and LOPSRM.
 Sometimes you do not know against whom you are bidding the project. (sometimes you do, tricks…)
 The Government Entity does not pay to General Contractors to prepare BID package/proposal.
Proceso de
 The Government Entity develops the BID Package internally or through 3rd parties. Licitación
 The Government Entity usually Tenders out the project using the following option:
Licitación CFE
Design BID + Construct BID strategy
*Designer can not be a General Contractor (usually designer does not BID)
*The Government Entity provides a Catalogue of Concepts and Specifications (Unit Cost
Approach) https://compranet.funcionpublica.gob.mx
Tendering considerations PRELIMINARY
ENQUIRY
To make a judgment on whether to tender, contractors must be given the following:
Client
 Details of the client. Who are they?
 Full particulars of consultants, including their duties and responsibilities.
 Particulars of proposed site supervision to be provided by the Owner or consultants.
 A description of tender documents, their expected date of issue, period available for tendering, acceptance period
for the tender and time when unsuccessful tenderers will be notified.
 Whether the project has been the subject of a previous invitation to tender.
 Latest date for receipt of acceptance of invitation to tender.
 The number of tenders to be invited.
Project details
 The location of the proposed works, including preliminary drawings and a site plan.
 Description of the project.
 Approximate cost of the project. Some client will tell you and some will not.
 The date for commencement of the contract. WHY IS THIS IMPORTANT??? HR availability
 The period for completion. Details of any phasing or Beneficial Occupancy.
 Access Problems. Congested site? Reforma?
Tendering considerations PRELIMINARY
Project details (continuation) ENQUIRY
 Special operational space requirements.
 Ground conditions.
 Sufficient dimensions and specification details to permit evaluation of the project. In which procurement method
they will not provide it???
 Details of work by nominated sub-contractors, approximate value, and names if known. For which procurement
method this applies???
 An indication of health and safety issues. Are we going Pemex? OSHA? God’s will?
Form of contract and contract particulars
 Form of contract to be used.
 Provisions for liquidated damages.
 Proposed amendments to standard forms of contract and appendix.
If possible request these, usually they are negotiated before signing the contract:
Details of interim payments.
Retention conditions.
Bonding requirements +Details of insurance + Warranties and insurance policies required
Provisions for fluctuations in cost.
Tendering considerations PRELIMINARY
ENQUIRY

The initial decision to tender is made by the Development Manager, often in consultation with the Cost
manager and Office Director.

TEAM, ARE WE GOING TO PREPARE A WINNING PROPOSAL??

TEAM, ARE WE GOING TO PREPARE A WINNING PROPOSAL??

TEAM, ARE WE GOING TO PREPARE A WINNING

PROPOSAL??

Matriz de
Not so fast…… lets analyze the risk more objectively Selección
4.4 Decision to Tender
Review the Information Provided in the RFP
To tender all the information for Pre-selection is required:
KEY INFORMATION OF THE PROJECT: TECHNICAL INFORMATION OF
 Description of the Project’s scope of work THE PROJECT:

 Important Dates:  Catalogue of Concepts*

BID due date  Specifications

Q´s & A´s dates  Drawings “Basic Engineering
Drawings” or Complete
Visit to the site Executive Design
Pre-bid meeting
 Basis of Design, Book of
Date of Presentation of Proposal for each Competitor Calculations*
 Codes to follow: Local Codes, Factory Mutual (FM), NFPA.  Land Survey*
 Detailed tendering process  Geotechnical Study*
 Confidential agreement  Hydrologic Pluvial Study*
 “FCPA” Foreign Corruption Policy Act*
 Construction Contract* *Not in all cases provided
 Overall Project Scheduled (Key dates: Beneficial
Completion, Substantial Completion, etc.)
Review the Information Provided in the RFP
What Information was provided?, is it Complete? Reliable? Has the desired Quality & information:
Catalogue of Concepts
 Is the catalogue of concepts complete?, Do I need to incorporate something else
 Do quantities and concepts match vs Drawings vs Specifications?
 Who prepared the documents, another contractor? Are they also bidding the project? Are they Reliable? RED FLAG!
Specifications
Basis of
 Do they explain in detail the project and define under what construction codes or directive was designed? Design
 Do they correspond with the Catalogue of Concepts and Drawings?
 Are they complete? Too detailed? European or American Standard? Are they over specified? Catalogue of
Concepts
Drawings
 Are they Complete? Do they provide all the drawings needed? (request DWG files, not PDF) Specifications
 Do they correspond with the Catalogue of Concepts and Specifications?
 Are they already approved to proceed with Construction? (Experienced Designer?)
BID Drawings
 Is there a Coordination Drawing provided? Identify potential conflicts between MEP+ Structure and Site
Basis of Design, Book of Calculations
Master
 Assure that information provided is for the project that you are tendering. Format Ford
 Review Structure and Electrical Projects, who will be responsible?

What document is the one that rules (governs) above the other ones? (Basis of your proposal)
Review the Information Provided in the RFP
 Bearing capacity of the ground and seismic factors Hydrology
Geotechnical Study

Study
 Water Table
 Expansive Clay? Preliminary
Geotechnical
 Underground Laminar Flow. Do you need to add a filter?
 Can the cut material be reused to backfill? Does it need to be upgraded? (Compare costs-vs imported
bank material)
 Types of Rock. (It is needed a special permit from the Army “SEDENA” to use explosives)
 Recommendations for foundations, earthwork structure, location of approved bank materials.
Land Survey

 Request the recommendation for the type and thickness of the asphalt (Light and Heavy Duty)
 Site Levels, Coordinates, Official bank mark, Utilities Location, Street levels, Trees, Special Items on site
 With this information, the Final Floor Level can be determine and the “balanced” site can be achieve
(cut/fill analysis)
 “UTM” Universal Transversal de Mercator,
Hidrological Study

http://es.wikipedia.org/wiki/Sistema_de_Coordenadas_Universal_Transversal_de_Mercator
 Understand the Pluvial Catch Basin. You base your pluvial design on it? Does a Detention Pond is
needed?
 Return Period, Intensity, Incoming Pluvial Water.
 Note: all rivers, creeks, lagoons, etc.. Are Federal Property, therefore a special permit is needed to relocate
them
Review the Information Provided in the RFP
 Type of Contract (Lump Sump, Unit Price, Maximum Guarantee Price)
 Scope of Work
 Bonds (advanced payment, performance-completion of contract, warranty period)
 Insurance (Builders Risk 100% of contract value, General Liability)
 Milestones (Beneficial Occupancy, Substantial Completion)
 Penalty- not accomplish Substantial Completion (0.2% per day, topped to 20 calendar days)
 Payment of invoices: Process, Calendar of Payments
 Change Orders
 Safety items
 Environmental Items
Confidentiality
 Permits (Construction License) Agreement

 Close Out items (As Build Dwgs, IMSS-social security, Equipment turnaround, punch list, etc..)
 Cancellation or suspension of Contract by both parties
 Confidentiality (“FCPA” = Foreign Corruption Policy Act)
Review the Information Provided in the RFP
Is the information provided complete? If not, request additional information through an RFI
 Can it be generated? Is there sufficient time to complete the missing information?
The important consideration is to present a complete and supported proposal.
Do not share this information with the customer!…He can steal it and used it with another
company.
If you do not have sufficient time to generate the pending information, you should
specify your assumptions in a document within your Cost Proposal, “ASSUMPTIONS”
 Have we completely understood the scope of work? Do we have experience and the technical
capability to execute this type of project?
Can we execute the project? Do we have the resources? Any specific environmental item?
 Does the scope of work calls for any special Design or Construction item in which we do not have
previous experience?
Investigate in detail. Seek professional input or assessment RFI

Cooling or Freezer chambers, Press Pits foundations, Explosion relief walls or roof.
 Does the scope of work requires for any special equipment?
Lead time to order, special utilities connection, setting/Installation
Elevators, Cooling Towers, Compressors, etc.
Review the Information Provided in the RFP
RFI´s «Request for Information»,
 Can it be generated? Is there sufficient time to complete the missing information?
If the information provided in the RFP is incomplete or not clear, you can ask any
question related to the project to the Client (use special format AIA, “RFI”)
The RFI´s can be use to:
Guide other bidders to quote the same item or under the same circumstances
Learn the strategy that other Bidders are using to prepare their proposal
Understand the project’s scope of work and clear up any misunderstood items
Adendas
Are part of the bidding process RFI

They would be part of the final contract

Adenda
The Client may respond to a RFI through an Addenda
The Addenda can include: Pending Drawings or Specifications, Material Cut Sheets,
equipment Information, time line scheduled.
Should be sent out to all Bidders
Decision to Tender Ask yourself this:

DO WE HAVE A WINNING STRATEGY! Can we REALLY win this contract?

 Do we have the Technical and Financial Capability to execute this project?
 Do we have a recent experience with a similar project?
 Do we have the Human Resources to review in detail the RFP and submit a competitive proposal?
 Do we know the Client’s decision maker? Do we have a close relationship with him/her?
 Do we have a good experience working with the customer in a past project?
 Who are the competitors? Do they have a value added service, that we cant offer? Do they have
a closer or better relationship with the Client (decision maker)?
 Do we have experience in the industrial park or city where the project will be constructed?
 Can we provide a value added that can not be copied by the competitors? Tendering
Strategy
 Do we know and have worked with the local UNION?
 Who elaborated the BID Package (Dwgs, Specs, Catalogue of concepts)? Are they also bidding for
the construction phase of the project?
 Do we have the support of the local suppliers and subcontractors?
 Are the milestones requested achievable? Can we meet the substantial completion?
 Can we provide solid Value Engineering ideas? What strategy should we follow to win this
contract?
Recap
 Estimating & Tendering are two different concepts.
 There are four different Schemes to award a Contract
Design-BID-Build
Design/Build BID
The Multi Prime Approach
Construction Management
 A Tendering preliminary Enquiry must be performed to asses if we want to present a
Bid for this specific Client/ Project
 The final decision to Tender must be the result of a well informed and complete analysis
of the information presented by the Client.
4.5 Signing a Contract, parts of a Contract
Parts of a Contract What is an
Annex?
1. Define type of contract Lump sum or Unit Price
Acta
2. Information of each company Company's name and Acta constitutiva Annex Constitutiva

3. Legal Representatives (Owner, General Name of legal representative Annex

Contractor) Legal
Representative
4. Owner Representatives obligations and Name & ID Annex
power
5. Definitions of technical items. Special requirements
6. Reason of the contract Brief description
7. Exhibits of the contract (BED, Specifications, Addends, Annex Exhibits included
Clarifications, Schedule, Soil
Study, Safety items)

8. Scope of Work to be perform *Annex

9. Directives to follow, Codes.
10. Permits You can not take the risk to start the construction without the construction license.
Unless the owner takes the risks and accepts to pay the fine in case the authorities
apply it.
Parts of a Contract
Signed Schedule

Safety Manual
11. Formal Communications (Construction
Log Book) Change Order

12. Milestones (Beneficial Occupancy, Substantial Completion = Schedule) Annex

13. Quality (3rd party), Right of the Owner (Specify who will do it) Down Payment
to do Quality test Bond

14. Safety standards What standards will we have to comply to? Annex, Safety Manual
15. Change Orders Definition and who will approve it?, Time of execution? Unit Cost? Markup?
Annex
16. Bonds Which will we use (1. advanced down payment, 2. Performance, 3. warranty, others?, with whom
should I buy them? NEVER FORGET TO CANCEL THEM!!!!!!
Performance
17. Insurance Duration, is it normal or standard practice? Bond

18. Warranty Period Duration, is it normal or standard practice? Want to become maintenance?
19. Contract Value Estimate Breakdown by concepts, for a Lump sum never present your overhead
Annex
20.Payment application procedure Warranty Bond
Define “x” period of time. Penalties if the customer Annex
doesn't pay on time Payment
Application
Parts of a Contract Close Out

21. Close Out items What is need to request he final payment Annex
22.Responsibilities (labor, demands, IMSS, Usually the General Contractor is the sole
taxes) responsible

23.Penalty Usually 0.1 to 0.2% per day delay after

substantial completion, topped 20 to 25
days and/or your profit

24.Contract suspension Who has the power to do this, and how to proceed
25.Applicable laws and Jurisdiction In case of dispute, under which jurisdiction
26.SIGNATURE!!!!!!! Have they returned it signed from Tokio?
27. Retainage 5% retainage, this amount is paid when the Substantial Completion is achieved
Parts of a Contract - Summary
The more detailed are the Annexes & Exhibits, the
less Risk for your company!! Signed
Contract
 It is important to read and understand the contract - If needed, hire a lawyer!
NOT Signed
 First sign the contract, prior to starting construction!. Contract

 A contract is an agreement between two parties, therefore you have the right to change, add or
delete any item. Remember, once signed, you have to comply! Or………
 Should include all verbal agreements negotiated with the owner / client.
Regarding Payment:
The invoice should be paid by the owner 2 or 4 weeks after it has been approved.
Recommendation to add to the Contract:
That the applications should be approved by the Owner in a period no longer then 7
days after it has been formally submitted.
That in case the Owner does not pay in the agreed time, the General Contractor can stop
the execution of the construction and the Owner will need to pay interests (10-12% anual rate).
Be able to charge for the materials already on the site.
Parts of a Contract – Deal Breakers

Run !!!!
 1.- Cláusulas que mencionen que pagaremos aún y cuando no nos paguen.
 2.- Que paguemos todos los gastos en caso de haber algún desacuerdo.
 3.- Que se tenga que indemnizar el proyecto al 100% si es responsabilidad del cliente y para su
propio beneficio.
 4.- Que no puedas cobrar por retrasos por el cliente.
 5.- Terminación del contrato que solo el cliente tenga que pagar por el material y lo que este
puesto en obra el día de la terminación de la obra, hay compromisos ya hechos y pagados con
proveedores y subcontratistas!!