What owners can do to avoid and manage construction claims

This guide sheds light on what owners and contractors can do to avoid costly and time-consuming legal battles and benefit from a dispute-free environment while managing their complex capital programs.

Large projects are complex and ever-changing, and most are subject to change orders that can cause delays and increase costs. In many cases, ambiguity in contracts leads to misunderstandings and unmet expectations. If the contract is unclear, the contractor could claim that the work requested constitutes a change to the original agreement and could, therefore, demand additional payment.

69% of owners link underwhelming contractor performance to poor project outcomes. Owners can play an essential role in avoiding conflict. It’s time to rein in delayed schedules and finger-pointing and work toward preventing construction disputes.

This guide discusses in detail about

  • What are construction claims?
  • What causes construction claims?
  • What can you do to avoid construction claims?

Construction disputes don’t have to plague your projects. The right capital program management system will keep your project documentation in place, help you analyze your project risks, and maintain the overall health of your program.

Supply chain disruptions

Watch this webinar to learn more about the current trends observed in supply chain disruptions and the steps industry leaders take to manage risks and logistics on capital program delivery.

Supply chain disruptions have been wreaking havoc on projects large and small for the last two years. Inflation, labor shortages and other pandemic-related issues have exposed vulnerabilities in capital program delivery. Public agencies are struggling to meet deadlines and budgets amid the delays caused.

In this webinar, industry leaders will share how they manage these risks and what steps they take to minimize capital program difficulties.

This webinar will cover:

  • Trends we have seen with supply chain disruption in the past.
  • How agencies collaborate with the right stakeholders to keep supplies moving.
  • What agencies are doing differently to keep their projects on track.


Mike Tooley

Aurigo Industry Lead and former Head of Montana DOT

Dr. Ann L. Schneider

President at Ann L Schneider and Associates LLC and
former Secretary of Illinois DOT



Measuring your return on technology investment

This guide presents examples of the return potential on investment by using cloud-based capital program management solutions that can efficiently deliver projects, in terms of time, resources, and cost savings.



Investing in a capital program management software system saves money by boosting productivity and collaboration. So much so that the White House has allocated $20 billion of Infrastructure Investment and Jobs Act (IIJA) funds specifically for implementing new technology systems and helping to better manage capital programs. Using a capital program management solution reduces project costs pre- and post-implementation. And there is plenty of data available to support these statements.

This guide explains in depth the benefits of using cloud-based capital program management software, which are:

  • Cost savings through the capital program lifecycle
  • Connectivity and collaboration
  • Resource management
  • Sustainability
  • Reducing risk

By bringing everyone involved in your capital and maintenance projects into one seamlessly connected construction planning, design, and building experience, you will see cost and schedule savings due to the efficiencies created through these systems. From initial planning and design to the construction lifecycle and real-time contractor integration, with a complete lifecycle capital planning solution, everyone will have the most up-to-date information at their fingertips.

The ultimate guide to capital program KPIs

This guide will help you set up your organization for success with the right metrics, solutions, reports, and processes required for accomplishing short-term and long-term investment goals in capital planning.



Key Performance Indicators, or KPIs, are a set of performance metrics that quantify how well an organization is reaching its most important objectives. When measured correctly, they let you know the health of your program.

The KPIs, your organization decide upon will drive internal decision-making and lead to opportunities for process improvement. And most importantly, when done transparently, stakeholders will have a clear view of the progress of your program or your project and justification for additional funding, if necessary.

In this guide, you will learn more about how to develop KPIs that are important to your organization, determine how you will gather the data, track, and ultimately report the status of the project or program to stakeholders.

It contains the following:

  • Deciding what to track
  • Deciding how to track
  • Setting KPI targets
  • Reporting KPIs


With accurate and up-to-date reporting on your KPIs, at any point, you should be able to answer the question, “Is my program about to hit a roadblock?”. With the right technology and process in place, the task of gathering program data in one location and in real time will set the standard for reporting KPIs now and in the future.

Through the IIJA lens: Ways to curb fraud and improve risk management

This guide discusses the possibility of fraud and waste that the historic ‘once in a generation’ $1.2 trillion infrastructure bill (IIJA) will trigger and how this can be tackled effectively.



Scams and misappropriation of funds in large programs are not new. The U.S. government has routinely seen funds fall through the cracks of traditional governance and program oversight. Experts such as Stephen Street, president of the Association of Inspectors General, a nonprofit group, have suggested that 10% of the $1.2 trillion could be siphoned off. That is, $120 million of taxpayers’ money that may never make it to the roads, bridges, railways, ports, waterways, high-speed internet infrastructure, etc., it was meant for.

The lack of adequate oversight is a critical concern. The IIJA has no guidance or provision for monitoring and addressing waste and fraud. Risk experts have been saying that obsolete technology is among the handicaps the industry and federal agencies face to minimize or eliminate fraud. The history of capital projects in the U.S. is replete with instances of fraud, substandard execution, cost overruns, and the awarding of contracts in violation of norms. Boston’s Big Dig—the Central Artery/Tunnel project is a classic example.

Infrastructure investment should maximize the public benefit, improve the quality of life for constituents, and benefit local and regional economies. Given that delivering maximum benefits to the public is an important goal, preventing and measuring fraud is essential.

There are four ways to use technology to achieve this:

    • Utilize digital systems
    • Implement best practices
    • Artificial Intelligence (AI) and Machine Learning (ML)
    • A single source of truth

How to effectively communicate the status of your capital program

Find out how you can effectively communicate the status of your capital program whether it is your executive decision-makers, the city council, or the public with tips you can use.



Whether you’re communicating to executive decision-makers, the city council, or the general public, you have many stakeholders that need accurate, up-to-date information. Managing the varying levels of communication, the type of information to be shared, and timeliness is complex yet critical to your capital program’s success. Effective communication is vital to keep a project on time and on budget.

At the onset of any project, it’s essential to identify who the stakeholders are and how you’ll communicate to them. This will allow you to set up the appropriate controls, workflows, and communication methods in advance. Furthermore, having the right tools in place to manage your stakeholder communication will help deliver quick insights at the program or project level, enable you to make data-driven decisions, and help gain faster approvals.

Top three tips to effectively communicate to your stakeholders
Your stakeholder: Executive decision-makers
Communicating to stakeholders like the Chief Executive Officer (CEO), the Mayor, the Governor, or a Chief Financial Officer (CFO), is often very different from communicating to others. Having reliable and accurate data on hand should be a top priority when providing updates

  • Understand their priorities
  • Provide additional levels of detail and data
  • Be clear in your requests and messaging

Your stakeholder: The board and city council
At the onset of any project, collaboration is a top priority to understand what data each stakeholder will need. Understanding the level of detail ahead of time will help your organization implement best practice techniques to communicate effectively.

  • Set up workflows
  • Dashboards & analytics
  • Do not rely on emails

Your stakeholder: The public
As McKinsey best put it, consulting stakeholders before digging makes for better, cheaper projects. This concept—the earlier, the better—is especially true when it comes to the general public. Updating your community with status updates and project developments from start to finish will keep your stakeholders informed.

  • Communicate early
  • Be clear, concise, and consistent
  • Go digital

A crash course on the IIJA: Highway and bridge sectors

This guide discusses the funds made available by IIJA for the renovation and restoration of the federal-aid highway, bridges, transit, highway safety, motor carrier, research, hazardous materials, and rail programs.

This guide discusses the funds made available by IIJA for the renovation and restoration of the federal-aid highway, bridges, transit, highway safety, motor carrier, research, hazardous materials, and rail programs.

A reported 43% of our roadways are in poor condition, 7.5% of bridges are structurally unsound, and there is a $786 million backlog on road and bridge projects. If not addressed, the economic impact will cost trillions of dollars and risk the well-being of American citizens across the country.

The IIJA has injected an extensive $273.15 billion into the Highway Trust Fund for highways, roads, and bridges over the next five years. The funds will be spread across nine federal-aid programs and will vary state-by-state according to a specific formula that considers criteria such as population size.

Once state agencies receive the federal funds, there will be a great deal of autonomy on which projects will be undertaken. With the first portion of money scheduled for appropriation at the beginning of 2022, state agencies are rapidly preparing to launch new initiatives across the board, from shovel-ready projects to larger, more complex projects.

With a roughly 20% higher budget than 2021, the additional funds can be effectively used to correct many of the errors made to America’s transportation grid in the 1950s. To many, the bill is a path to the future through equity, sustainability, collaboration, and technology.

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