Holloway Consulting is an expert in claims and disputes on airport construction projects. The first few are covered at our hcgexperts.com site:







The Holloway Consulting Group was retained to provide construction schedule delay and construction damages analysis services relating to the design and construction of the new international terminal at Baltimore-Washington International Airport. The case centered around our client’s design, fabrication and erection of the terminal building’s five space frames, and the resultant alleged construction delays and construction damages incurred by the authority and the general contractor.

Holloway found that, because the design was based on faulty information provided by the engineer, our client was unjustly accused of preparing an incomplete and flawed design. Holloway found that the general contractor delayed the Project by failing to submit proper substitution requests for the space frame system and by using foreign rather than American steel. We also found that, based on our critical path method (CPM) analysis, the construction delays should have been shared equally by the parties.


Holloway Consulting was hired by the Authority to analyze and prepare responses to various contractor claims related to numerous unapproved change order proposals and change order requests, some of which included:

  1. Pile Cap Footings
  2. Sawcutting & Removal of Concrete Slab
  3. Power to the Jetway
  4. Curtain Wall Clearance
  5. Electrical Design Revisions
  6. Conduit Labeling

Holloway Consulting found that these scope changes were a premium cost as a result of improper design coordination or over-looked details. This work would not have been necessary had the architectural and structural design professionals properly coordinated their drawings.

Our review found potential premium costs included in change orders, which required the contractors to purchase additional materials. Material items were billed at “inventory/pre-marked up” rates or as individual, single unit rates rather than at a much lower “bulk/project” bid rate.  This bid rate is a lower price at which the various contractors would have purchased the material had the change order scope been included in the original design. The owner was still responsible for the specific added work scope, but not at rates higher than those used in the original bids.

Overtime labor became necessary because the changes were unexpected and occured when the schedule dictates a “faster” completion to maintain the workflow (e..g. inspections, holding up other trades, crane/material coordination, security issues, life safety, etc.). Overtime labor rates were also billed when a project crew or supervisor, familiar with the project, has already worked a full shift and then needs to stay longer to complete the work for the change order. This overtime labor would have been unnecessary had the change order work been anticipated and included in the original design and bid. This changed work could then have been planned in advance and work crews provided to complete the additional work scope during regular hours.

Not addressed in our review, but yet another source for premium costs, was the lesser production achieved by the tradesmen when having to go back and take time to re-mobilize/move back into an area where they have already completed their work. Additionally, when “going back” to an area where a trade has already been, often times the work area was not as accessible as it was when they were there the first time (e.g. finished floors/ceilings, ductwork in the way, occupied areas, furniture, etc.). Each of these conditions ostensibly contributed to more contractor man-hours due to lost production efficiency.
Call Steve Holloway – 303-984-1941 – to discuss your project.

The Holloway Consulting Group, LLC
10885 W. Beloit Pl.
Lakewood, CO 80227
Phone: (303) 984-1941
Fax: (303) 716-0432
Email: hollowayconsultinggroup@gmail.com
Blog: disputesinconstruction.com


See Selected Pages at hcgexperts.com

  • Liquidated Damages 2
  • Liquidated Damages 3
  • Project Scheduling 2
  • Right To Finish Early
  • Project Schedule Float
  • Determining The Critical Path
  • CPM Scheduling
  • Differing Site Conditions
  • Differing Site Conditions 2
  • Differing Site Conditions Claims – Types 1 and 2
  • DSC Claims
  • Differing Site Conditions 3
  • Defective Plans And Specs
  • Defective Contract Documents
  • Defective Documents
  • Subcontractor Claims Consultant
  • Bid Preparation
  • Bidding And Staffing
  • Fixed-Price Contracts
  • Acceleration and Delays
  • Acceleration Costs
  • Providing Notice
  • Constructive Acceleration
  • Directed Acceleration
  • Contract Provisions
  • Schedule Accerleration Claims

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