Introduction
The benefits of the utilization of the construction contracts include, the requirements of the
agreement while performing home building, the contract paper preserves the rights of the
contractor or builders, superintendent, principles and the other involved parties. In
accordance with the Crown Build project case study, the building construction is located in
the NSW area and it is going to be a four storey building with the fixed amount of AUD28
million and within a fixed timeline as mentioned in the contractual document of this building
project and the contract has been signed under AS4000-1997 regulation. But in the middle of
the project development, it has been detected that the beam size is incorrect and the
contractor has provided notice to the principal and superintendent of the project. The
superintendent has corrected the drawing with correct beam size and instructed to eradicate
the implemented wrong beams. Now gradually the quantity of the handrails has increased
with labour const and delivery delay. Now, the contractor can apply for different progress
claims under different clauses.
Task 1
The Australian building industry mainly follows the laws and regulations of ABIC or
Australian Building Industry contracts, HIA or housing Industry of Australia and the
government contracts. Each of the construction projects in Australia follows jurisdictions of

Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building
Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential
building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers
that the roof plumbing and Specialist work will be done in relation with dwelling. Governing
law Clauses refers to the transactions between the parties that are mainly operated in the
territories and the states and the parties generally maintain and follow the legislation
attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation
(Wang and Burdon, 2021). According to the considered mandatory of the general guidelines
of the construction projects, the scope, timeline and the allocation of roles and responsibilities

will be mentioned (Appendix 3) The payment schedule along with the provisional sum and
the contract sum will be written and also the dispute resolution, relief damage, limitation
clauses and available reliefs are also mentioned in the construction contracts. The general
principles of the construction contracts uses different objectives such as the type of work

4
(commercial, design, residential), size and value of the contract, legislative requirements for
state and the mention of the parties who are administering the contract paper such as
architect, contractor, superintendent and the principles.
In accordance with the Australian Standards (AS) there are different general conditions that
are prepared by Standards Australian Committee. The general principles of construction
contract laws are described here-AS 4000-1997: This contract is signed for the construction
delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is
mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is
mainly built for the construction delivery and design purpose and it is a variant of AS4000.

AS4905-2002 is signed for the minor contract conditions and it is administered by the
Superintendent. Thus, it is clear that the selection of the contract depends on the different
circumstances but there is some general reflection- The amendments or the body of the
contract, instruments of the contract or agreement that are written formally, and the annexure
parts. Some basic features of AS4000 are- the contractor of a construction project is required
to m\execute the completion of the construction project within a fixed timeline and at a lump
sum price. It is important to sign the agreement with the clearly mentioned date of completion
of the construction contracts, if the extension of time is required, and the contractor will have
to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the
construction project of Crown build that is facing structural difficulties due to the proposed

wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement
with the proper utilization of the clauses.
The advantages of using the standards forms of the Australian contracts are- it can reduce the
total cost, the scope of negotiation can be avoided with the signing of document and thus
influences the speediness of the process, However, in the agreement, the rights of the both of
the parties, the proper mentioning of the conditions of the contract, expected date of project
completion, the date of work commencement and the other terms and conditions related to
the construction project are clearly mentioned in the construction contracts. The benefits of
the utilization of the construction contracts include, the requirements of the agreement while
performing home building, the contract paper preserves the rights of the contractor or

builders, superintendent, principles and the other involved parties. The construction contracts
help to lay out the planning and conditions of the owner very clearly. It also ensures that the
owner of the building and the contractor are performing together in order to achieve a

5
common target, The clear guidelines of the contracts helps to perform a better construction
performance and the associate legislations add value to the protection of the builders and
traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential
defect or damage or complaint occurs during the process.

Task 2
According to the case study of the Crown Build, the construction of the four storey building
under Crown Build developer is facing structural deficiencies as the superintendent of the
project has proposed wrong size of beams in the design paper. This issue has been resolved as
the contractor has informed the superintendent and the superintendent has issued a new
design with the correct size of the beams. Moreover, the superintendent has informed us to
remove the used beams and replace them with the correct beams (Appendix 2). Now this
situation has increased the amount of the stair handrails and thus it is enhancing the cost and
the time period. In this case, the contractor will apply for the provision of the compensation
rate from the superintendent as the dispute occurs due to the provision of incorrect
information by the Superintendent. This is a communication problem in the construction
management project.
The construction project of the Crown Build has been made according to the law of AS 4000-

1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project
the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes
have been done in the building design along with the beam sizes, there is a qualifying cause
of extension of the time period. Thus the contractor can apply for the delay delivery of the
project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The
contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been
caused by the omission of the Superintendent. In this regard, the qualifying cause of delay
compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity
enhancement of the stair handrails, labour cost and beam removal cost.
Under clause number 25.3, the delay cost of the construction of Crown Build project involves
the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as

the changes have been made and thus the costing structure is changing. The constructor can
use the clause in order to include the additional expenses with the lump sum cost of the
project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake

6
has been done by the superintendent and the contractor can apply for achieving a relief. It
cannot be ignored that the principal of the project has also omitted the mistake made by the
superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the
contractor of Crown build has already sent a notice to the superintendent and the principal to
apply for EOT. This EOC will be received within 28 days after the claim has been done and
the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay,

CC, 8.1.
Task 3
According to the policies of AS4000, the contractor of Crown Build can claim for the
expansion of the time frame in order to carry out WUC and the contractor needs to prepare a
qualifying cause of delay statement with evidential attributes. There are fundamentally two
types of qualifying cause of delay- i) it is applicable when any omission or mistake is made
by the superintendent of a building construction project and ii) it is applicable when the
mistake or default is made by the contractor of a building construction project or due to
industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the
Crown Build project, the mistake has been performed by the superintendent of the building
construction as in the initial design the superintendent has proposed an incorrect beam size
which is shorter than the required beams. The Item number 23 can identify another factor
about the qualifying cause of delay as it measures if the EOT is not grantable in this situation.
After that the extension delay will be transformed into the calendar and the business days.
Under clause number 34.2, the contractor will be liable to submit the delay notice and in this

case the contractor of Crown Build has to submit proper documentation with the evidence of
the beam fault to the superintendent of the building project and the principal (RUGINĂ,
2021). This documentation will include the cause of delay and the estimated delivery date of
the project. In this regard it can be considered that claiming of EOC notice and delay notice
are different notices issued by the contractor. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
accordance with the regulation of clause number 34.3, the contractor of Crown Build has to
provide evidence regarding the fault in the beam size, responsible person and the extended
timeline in the notice of the EOT.

The process of claiming for EOT under AS4000 includes the submission and accessing of
notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number

7
34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay
damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the
clause number 34.4 (Appendix 1). The dispute in the construction building project will come
under 42.1 and the progress claim will be done as an activity of the payment security policy
according to clause number 37.1 (Montalbán-Domingo et al. 2019).
However, demonstration of the delay will be properly reported in the EOC notice. In
accordance with the policies, the superintendent of the Crown Build project has taken
mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective
steps, the superintendent has designed a new building drawing with correct beam size and
instructed to remove the wrong beams that are already implemented in the building.

However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due
to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that
it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the
other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there
is no additional cost found in the case.
The quantum inclusion and the basics of claim need to be considered while preparing the
notice for the damage delay claims. The contractor has to submit and keep updating the
prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the
non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this
case, it can be considered the prevention steps will be evaluated by the contractor to measure
if the objectives are affecting his attributes or not. Moreover, according to clause number

42.1, the contractor can also provide a dispute notice if he found any disagreement with the
proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also
involve incurred cost that has been increased due to the replacement of the shorter size
beams, labour cost and the increased quantity of the handrails. These inclusions of the cost
will be done under clause number 36.2.
Task 4
There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has
extended the delivery date of the building construction and on the other hand the labour cost
associated with the extension of the project and the removal and implementation of the newly

proposed correct beams. These types of costs are regarded as the “global cost claim”. In this

8
regard the superintendent will be considered as a liable person to provide the compensation
cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost
structure can be claimed by Crown Build as the variation has occurred in the contractual cost
structure. The cost claim will be made as the superintendent has made a mistake in the
building drawing with incorrect beam size. In order to respond to the cost variation, the
contractor will provide the incurred cost quotation and this quotation needs to be verified and
sanctified by the superintendent as a sign of approval. This cost structure will include the
additional cost of the raw materials, labour cost and the extension period cost. It will be
called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown
Build project has taken mitigation steps in order to resolve the issue of the incorrect beam
size. For taking effective steps, the superintendent has designed a new building drawing with
correct beam size and instructed to remove the wrong beams that are already implemented in
the building. However, clause number 34.9 is identifying the compensable cause under
AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of the
superintendent,
the clause number 1.1 stated that it is a subject of compensable cause.
According to clause 26, the expense claim will involve the additional cost with the lump sum
cost in the contract. In addition to that the clause number 25.6 will be applicable as it
indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs
to be applied as there is a verified costing structure in the construction of the Crown build
project. The clause number 26 will also include the additional costs with the main costing
structure. Now the additional cost includes the labour cost, implemented beam removal cost,
extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu,
2017). The value of the raw materials will be added in the additional cost structure according
to the law of AS4000.
Conclusion
As the Crown Build project has been signed under the law AS 4000-1997, the financial and
delay dispute will come under different clauses. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost
that is a delay damage expense. Under clause number 25.3, the delay cost of the construction
of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is
also applicable in this regard as the changes have been made in the cost structure.

9

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1.1 AC 1.1 Explain the importance of strategic human resource management in
organizations
Strategic human resource management is related to the development of human resources
strategies in synchronization with the mission, vision and objectives of an organization in a
way such that the organization’s goals are accomplished. An organization should have the
ability to frame such human resource strategies which will enhance the overall productivity
of the organization (Durai 2010) .
The strategic human resource management in Tesco has been like the backbone of the
company in achieving success at the time of diversification into different sectors for business
activities. The organization through its strategic HRM has been able to develop its business
embedded with technical expertise, integrity and customer oriented globally (MacLachlan

2009) . For developing a vibrant strategic linkage of human resource with its corporate
strategy the company had designed a transformational coaching programme for the growth
and capability development of its mangers followed by an effective feedback procedure. The
programme aimed at communicating business priorities of the organization to its personnel
and building effective leaders as its competitive advantage (Churchard 2010) . In order to
augment the customer value the organization invests highly on recruitment, employee’s
training and infrastructures (TESCO 2012) . Tesco maintains a healthy relation with its union
partner and believes in employee’s participative decision making process for the
accomplishment of organizational goals (Wilton 2010) .

With a change in organizational culture Dell has been able to build a strong position in the
market. The company shifted its focus from just attaining growth to talent management,
leadership building and framed global vision (Scott 2006) . Dell strives for building a
competitive strategy for becoming a low cost player in the market. To have an alignment with

its business strategy the company renders its human resource services with the help of
technology that is through web. Through the company’s intranet its HR team have been able
to carry out various HR activities with the help of a variety of web applications such as
hiring applications or tools, management reports, automatic employee reference system,
updating of employee’s information to cite a few. This has helped the organization to
increase the performance of its employees in many ways such as development in
productivity, self-service, outsourcing as well as self-service. Along with these the company
has been also able to reduce its cost of carrying out human resource operations as less

manpower is required in performing automated activities and it is less time consuming as
well (Gary & Varkkey 2010) .

1.2 AC 1.2 Assess the purpose of strategic human resource management activities in
an organization (Siemens case study)

The key purpose of developing a strategic human resource management is to have an
alignment between the human resource strategies and organization’s business strategies. Such
integration will help an organization in attaining sustainable competitive advantage.
Integration in human resource signifies an alignment between the human resource policies
and the policies of other business operations in an organization such as finance, informational
technology, marketing, production to cite a few (Vedd 2003) . However, the purpose of
designing a strategic human resource management is not only having an integration between
HR and corporate strategy rather the aim is also to have an integration between decisions

regarding the organization’s personnel with the expected output of the organization. An
organization need to align human resource management with the corporate planning system,
focus on the human resource activities that will help in the accomplishment of organizational
goals and should undertake actions that will help in building strong personnel-management
relationships (Dhar 2008) .

The main purpose of Siemens behind designing a strategic human resource management is to
meet global challenges. Siemens operates in highly competitive technological market which
is continuously developing which makes it imperative for the organization to have an
effective HR strategy so as to develop and grow its personnel on continuous basis through
frequent trainings. Various trainings imparted by the organization are like class room
training, apprenticeship training to cite a few. The organization also organizes management
development and education program so as to keep its employees up to date regarding the
changing market trends and requirements. Siemens encourages global team work as part of its

human resource strategy. The employees in the organization are expected to understand work
and perform across every departments, disciplines and regions. The main purpose of Siemens
behind such strategy is to enable its employees to handle multiple responsibilities in the
global market and infuse a feeling of oneness and a vital part of corporate among its
employees. In order to compete in the global market Siemens also redesigned its performance
management system which constitutes of assessing its employee’s performance on regular
basis followed by an effective feedback system. This will help its employees to augment their
competencies and potentiality. The management will also be in a position to identify the
existing competency gap and the remedial measures that needed to be taken to bridge such

gap. The organization believes that in order to attain long term growth and increase
shareholder value it is inevitable to build a motivated and satisfied human resource pool.
Therefore Siemens provides career development and growth opportunities, fair compensation
benefits, cordial work culture to cite a few to its employees by developing a strategic human
resource policies and practices. This will in turn help the organization to prosper in the
market. To gain success in the global market it is vital for an organization to have an effective
cultural diversity management system. Therefore Siemens promotes a culture of
transparency, openness and fairness in its organization to deal with the culturally diversified
workforce in its system (Bhatia 2005) .

1.3 AC 1.3 Evaluate the contribution of strategic human resource management to the
achievement of an organization’s objectives (Siemens case study)
Siemens has repositioned as well as redesigned its organizational and human resource
strategy which contributed significantly in meeting the business objectives. Siemens has
divided its business strategy into organizational strategy and human resource strategy in
which human resource strategy has been framed in alignment with the organizational
strategy. While the business strategy of the organization was framed to augment the
organization’s capabilities, the human resource strategy was framed in a way to guide the
actions of the organization’s personnel and maximize the human potentialities so as to
achieve competitive advantage. For an effective execution of human strategy the company

has divided human resource activities into design and consulting services, service centres and
strategy. The service centre of human resource is concerned with carrying out daily human
resource functions effectively. The strategy and design division of human resource is
responsible for conducting an external environmental analysis. Based on such analysis the
group is expected to carry out the human resource activities such as recruitment,
communications, and appraisal to cite a few in a way so as to have a considerable
contribution on the organizational success. The consulting service group provides guidance to
the organization in respect to the formation and implementation of organizational strategies
(Chanda 2007) .

The human resource strategy of Siemens consists of imparting frequent training and
education to its personnel which is based as per the business requirements of the company for
building and developing competencies of its employees globally. This strategy acts as a pillar
of global success for the company (Siemens 2015a) . To have a strategic recruitment process

8
Siemens PLM software has strategic affiliation with various organizations to build up the
future engineers, technologists and leaders. By this way Siemens will be able to recruit highly
skilled and qualified personnel in future which will in turn enhance the quality of business of
the organization hence leading to success (Siemens 2015c) .
Siemens had realized that recruiting right candidate, imparting training and retaining talent is
imperative to achieve success. Siemens therefore to have a valuable top-notch recruitment,
compensation, employee development, performance evaluation and retention process to cite a
few globally collaborated with the success factors solution. With these the organization has
been able to standardize and integrate its human resource process. Collaboration with success
factors solutions has enabled the organization to have global insight for growth and human
resource planning. Through these cross border managers are being able to exchange
information globally and take quality business decisions (Siemens 2015b) .

1.4 AC 2.1 Analyse the business factors that underpin human resource planning in an
organization (Either dell or tesco)

Human resource planning constitutes of application of planning procedure to the human
resource requirements of a firm. In order to have an effective human resource planning the
plan should be linked with the operational and strategic planning process of a company
(Prasad 2012) . The main objective of a human resource planning is to motivate personnel in
an organization, enhance customer experience quality and focuses on enhancing creativity,
commitment and development in an organization. Human resource planning enables an
organization in determining the future demand for labor as well so as to meet the projected
needs of an organization (Deb 2006) .

Various factors related to the external environment of an organization may influence the
objectives of an organization and the human resource requirements to meet the organization’s

9
objectives. Some of the factors related to the business of an organization which acts as
influencing factors are like governmental control, economic circumstance of a place, and
prevailing competition in the market and changes in the labor force. Governmental control
includes rules and regulation framed by the state or local government. Economic condition of
a place implies the recession, inflationary condition, level of employment to cite a few of a
place. The prevailing competition refers to the major players or the number of exits and entry
of players in the market and business that strives for absorbing the same workforce whereas
changes in the labor force implies the composition of labor or supply and demand of labor in
a particular market (Byars & Rue 2008) .

One of the major objectives of human resource planning at Dell is to assist the organization in
the accomplishment of goals and attain competitive advantage thus enabling the organization
to beat various external and internal business factors. The organizational human resource
planning (OHRP) process has been the key factor behind the success of Dell. The
organizational human resource planning process enables Dell to forecast the demand for
labour well in advance so as to augment the growth of the organization. The human resource
planning process of Dell engages in identifying the vacancies for key jobs in the organization
well in advance. Along with these the process also involves competency mapping which is
done by measuring the performance and quality of the organization’s high performers. This
enables an organization in deciding what kind of skill sets can be expected from the new
recruits. The organization implements flexible deployment of its human resource personnel
for an effective operation of OHRP process. During the lean time of recruitment and peak

time of sales the recruitment team is deployed in the sales and customer service team to
contribute in the sales of the organization (Rao 2010 ; Holzner 2006) .

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