Author: Michael Copas

Michael is the original and genuine article. He co-founded StatsLog Software over 35 years ago, and has been its stalwart captain ever since. He's lived and worked through the paper to digital transition, and been a driving force and champion of better contract administration through purpose-built software since the early days of the personal computer revolution.
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The long and winding road…

This year, StatsLog enters its 35th year of uninterrupted use in Canada’s architectural community. Over this time, we have witnessed incredible changes in technology and business practices.

What we started back in 1984 as a relatively modest replacement to “pen and paper” approaches to tracking changes to construction contracts, is now an enterprise-ready, highly customizable solution for the contract administration and documentation needs of construction projects of all shapes and sizes. In fact, over the past few years we’ve seen the usage of our software increase dramatically – from $3.5 billion in active projects in 2016 to $9.2 billion today.

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Alright Stop, Collaborate and Listen!

Collaboration is being pitched as an approach to integrate the diverse, and often divergent demands of a project team into a single vision. It’s a commendable goal, but most of software solutions that claim to help are centralized systems under the control and management of the developer or contractor. At the end of the day though, it is the design professional who is on the hook in terms of liability for the job – meaning it is in the design professional’s best interest to be in control of the project data.

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Change Management – the other side of the coin

We previously explored the outgoing documents of CCDC 24 – those that are initiated by the designer/design team such as Site Instructions, Change Notices, and Change Orders. Now let’s take a closer look at the incoming documents – those that you receive from the contractor, consultants, and/or your client.

Since incoming documents are coming from outside sources, they tend to be less structured. Sometimes they aren’t even documents in the traditional sense at all (phone calls, texts, and email messages). CCDC2 tends to limit all communications about the project to the contractor, while management and other contracts may have communication coming from each discipline separately. Regardless of the contract type or communication source, incoming documents usually come in one of two “flavours”:

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Withholding Funds During Construction

Holdback, retainage, and withholding are all terms used to describe monies withheld from the Contractor by the Owner. In Ontario, holdback is legislated as a percentage of the progress of work, and is intended to protect employees on a project site.

Many contracts also include special funds, and I have given them a different name to avoid confusion. In Canada I tend to use the term retainage for sums that are withheld at the discretion of the owner or consultant. Retainage (or non-legislated holdback amounts) are typically lump sums used to cover the costs of deficiencies, or for the remediation of unaccepted work.

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