Tender Documentation for Construction Projects - An Overview

This article provides an overview of tender documentation for construction projects. It explains the purpose and importance of tender documents, and discusses the different components such as drawings, specifications, and bills of quantities. The article also highlights the potential issues that can arise from inadequate tender documents and emphasizes the need for clear and comprehensive documentation.

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Tender Documentation for Construction Projects - An OverviewTender Documentation for Construction Projects - An Overview
Tony Cunningham
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1
TENDER DOCUMENTATION FOR CONSTRUCTION PROJECTS
AN OVERVIEW
Tony Cunningham
School of Surveying and Construction Management
Dublin Institute of Technology, Bolton Street, Dublin 1.
Introduction.
The tender documents form the basis of the contractor’s offer to construct the works.
The tender documents are the means by which the employer’s design and/or works
requirements are communicated to the tendering contractors. These inform the contractor of
the scope and detail of the project, the conditions under which the work will be executed, and
they identify the rights and obligations of the various participants under the proposed
contract. The tender documents enable contractors to price the works requirements and
submit an offer (bid) which, if accepted by the employer becomes a binding contract. Some
of the tender documents will, in turn, become contract documents. Many, if not most, of the
financial problems in building originate in inadequate or unclear tender documents,
culminating in disputes between employers and builders over what is included in the price for
the work. It is important therefore, that quantity surveyors have a clear understanding of the
nature and purpose of the various documents used for tendering purposes. This study
examines these documents in the context of ‘mainstream’ Irish procurement approaches.
Tender documentation
The Department of Public Expenditure and Reform (DPER, 2012) states that ‘tender
documentation consists of technical, administrative and contractual material.’ The chosen
procurement route and the form of contract determine the nature of tender documentation to
be issued to the tendering contractors. Table 1 identifies three widely-used tender documents:
drawings, specifications and bills of quantities and summarises their status/nature under the
most frequently used Irish forms of contract. Readers may wish to refer to a separate study
‘Choosing an Appropriate Main Contract for Building Work in the Republic of Ireland - an
Overview’ (available on-line at http://arrow.dit.ie/beschreoth/22/ ) by the Author for a
discussion of the nature of the various forms of contract identified in Table 1.
The Form of Tender and the Preliminary Health and Safety Plan together with instructions to
tenderers and ‘other’ relevant documents are also provided to contractors On public sector

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projects the tender documentation comprises: the Invitation to Tender; the Works
Requirements; the Form of Tender and Schedule referencing one of the standard forms of
contract; any novated design documents; a Suitability Assessment Questionnaire; and ‘other’
background information.
Form of Contract Drawings Specifications Bill of Quantities
Private Sector Procurement
RIAI ‘Blue’ Form. Full working drawing. Full detailed
specification.
Unusual
A form of contract sum
analysis such as a bill of
quantities may be issued
with the status of a
schedule of rates.
RIAI ‘Yellow’ Form General arrangement
drawings
Drawings referred to in
the bills of quantities.
Not normally issued.
Will be issued if the bills
of quantities descriptions
refer to specification
clauses not covered by
the bill’s preambles.
Full bill of quantities.
‘Typical’ Design and
Build.
Contractor generated.
May be based on
preliminary drawings
provided in employer’s
requirements for further
contractor development.
Contractor generated.
Based on full output/
performance specification
as part of employer’s
requirements.
Not applicable.
A form of contract sum
analysis may be provided
by the employer.
Public Sector Procurement
PW-CF1 – Traditional. Fully developed working
drawings.
Full detailed
specification.
Pricing Document – not
necessarily a BQ.
PW-CF2 – Design- Build. Contractor generated.
May be based on
preliminary drawings
provided in employer’s
requirements for further
contractor development.
Contractor generated.
Based on full output/
performance specification
as part of employer’s
requirements.
Not applicable.
A format of contract sum
analysis may be provided
by the employer.
Table 1 Tender documentation associated with ‘mainstream’ contract arrangements
Tender documentation on ‘Traditional’ procurement routes
The Invitation to Tender
The Invitation to Tender is a formal request made to the tendering contractors to submit bids
for the project. The invitation letter is typically a simple ‘one pager’ and contains instructions

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to the tendering contractors. The invitation typically informs the contractor which documents
have been attached, the arrangements for site and consultant visits, the deadline for the return
of tenders and how the tender should be submitted (Brook, 2008). The Liaison Committee
(2006) have published a model form of invitation for private sector use. On public sector
projects, the particular form of invitation to tender depends on whether the procurement
procedure is open or restricted (selective). Open tendering uses Form ITTW 2, restricted
tendering uses Form ITTW 1 (DPER, 2012).
The Form of Tender
The form of tender contains the contractor’s formal offer to carry out the works identified in
the other tender documents for the quoted price(s).
The Form of Tender is a key tender document as it constitutes the contractor’s offer to carry
out the works requirements. A binding contract, typically, comes into immediate existence if
the employer accepts this offer without further qualification.
The Liaison Committee (2006) have issued a model form of tender for private sector use.
Typical forms of tender are addressed to the employer and sets out the tender sum and
frequently the contract period also. The form is dated, signed (and witnessed where required).
The Department of Public Enterprise and Reform have issued a range of forms of tender for
use with particular public works contracts. These forms of tender are considerably longer
than their private sector counterparts as they contain the Contract Schedule which sets out
project specific particulars (DPER, 2014).
The Drawings
The drawings show the nature and scope of the work to be carried out.
The nature of the drawn information included in the tender documents depends on the
proposed form of contract. The key classification concerns whether the contracts are let on a
‘with quantities basis’ (RIAI ‘Yellow Form’ for example) or on a ‘without
quantities’/‘drawings and specification’ basis (RIAI ‘Blue Form’ for example). This key
distinction identifies which party carries the risk for incorrect quantities.
Projects let on a ‘without quantities basis’ require fully-developed designs consisting of
construction-quality drawings and details as part of the tender documentation. These
comprise full location, component and detail drawings. In theory, the drawings should be

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sufficiently well-developed to enable the contractor to accurately measure and construct the
works without the need for further information. Schedules may also be supplied in order to
provide positional information. ‘Without quantities’ projects are not regulated by standard
methods of measurement such as ARM4, nevertheless it may be prudent to provide tenderers
with similar types of drawings to those that would otherwise be required by ARM4.
Location drawings include the site location plan (typically 1:200 or 1:500) indicating the
position of the site, ideally relating this to a town plan or other context. General arrangement
drawings (1:50 or 1:100) typically comprise the individual floor plans, elevations and
principal sections through the building. These show the layout of the various spaces in the
building, the general construction and location of the principal elements. Component
drawings (1:20 1:10 or bigger) show all the information necessary for the assembly of the
component. These are in effect fabrication and workshop drawings which detail the necessary
parts of the item to allow construction and/or production to proceed.
Projects let on a ‘with quantities basis’, on the other hand, typically require fewer tender
drawings. These typically are the location and general arrangement drawings identified above
together with any component drawings/details referred to in the bills of quantities. Many of
the component and detail drawings can be transcribed into bill descriptions or depicted as.
‘Bill Diagrams’ referenced to particular measured items. It is therefore not necessary to issue
these drawings. ARM4, nevertheless, requires that all such and ‘other drawings used in the
preparation of the bill of quantities shall be available for inspection by tenderers’.
Hackett, Robinson and Statham (2006) regard drawings as the most important means by
which designers convey their intention to the building team and to statutory authorities. They
argue that clear drawings are fundamental to the smooth running of any project. Clear,
concise, well-planned, co-ordinated drawings make the information they contain easy to
understand and inspire confidence. Conversely, poor drawings may reveal the designer’s lack
of knowledge and inability to conduct their affairs effectively. (Hackett et al. 2006). A lack of
adequately detailed drawings often signals a project where a significant number of variations
may be required at post contract stage. These may cause significant delay and disruption on
site.
Working drawings should be prepared to a suitable scale and contain sufficient detail and
descriptive specification content to enable the contractor to build the work properly.
Sufficient figured dimensions should be included to enable accurate setting out and

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measurement. Existing and proposed work must be clearly distinguished on the drawings. For
instance, old and new drains and other services are often rendered in different colours or by
different types of line. For alterations to buildings it is often preferable to prepare separate
plans of old and new work.
Certain drawn information is best presented in schedule format. Schedules are normally used
where the subject matter is repetitive and numerous and as such are more easily described in
a tabular format. March (2009) identifies typical items which may be scheduled including
standard and non-standard joinery details, windows, doors, ironmongery, sanitary fittings,
partitions, and floor, wall and ceiling finishes.
The Specification.
The Specification sets out the kind and quality of the materials and the standards of
workmanship required.
The specification complements and amplifies the information given on the drawings and/or in
the bill of quantities. It describes in detail the work to be executed and the nature and quality
of the materials and workmanship standards to be achieved (Hore, O’Kelly and Scully 2009).
The specification can be said to constitute a schedule of instructions to the contractor on how
the work is to be undertaken.
A comprehensive specification is required where a contract is entered into on a ‘without
quantities’/‘drawings and specifications’ basis. Under these contracts the contractor’s tender
is based on the work shown on the drawings and described in the specification. The
specification must therefore contain comprehensive information in order to enable the works
to be fully represented.
The specification should be arranged in a logical order. Typically it will commence with a
preliminaries section which should set out full preliminary particulars. The requirements of
ARM4 would provide an ideal basis for drafting these preliminaries clauses. It is particularly
important to inform tendering contractors of the form, type and conditions of contract,
including full Appendix/Schedule insertions. The Appendix/Schedule sets out project specific
requirements such as retention percentages, liquidated damages and period for completion
etc. which are individual to the particular contract. The preliminaries must also set out
insurance requirements, and obligations and restrictions imposed by the employer together
with details of any special responsibilities to be borne by the contractor, apart from those

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listed in the standard printed conditions of contract. It may also contain clauses specifying:
the order in which various work sections are to be performed, the methods to be adopted in
the execution of the work, and details of any special facilities that are to be afforded to other
contractors or sub-contractors. The preliminaries section is typically followed by the various
trades and/or work sections relating to the project. These contain detailed clauses covering
the materials and components in each case and sets out workmanship standards.
Specifications are not specifically required to be issued as part of the tender documents where
a project is let on a ‘with quantities’ basis. In these cases the bill of quantities replaces the
specification as a contract document. Nevertheless, sometimes a specification is supplied as
additional background information to supplement the bills of quantities, but it should be
noted that in these cases the bills of quantities have precedence over the specifications.
Alternatively, the bill of quantities may incorporate the specification as a ‘preambles’ section
to be read in conjunction with the measured works section of the bill.
Hackett et al (2006) explain that specifications may be classified into three distinct
categories: prescriptive; performance and descriptive specifications. Prescriptive
specifications are more commonly known as a detailed materials and workmanship
specification. These are ‘do precisely as I say’ specifications and are used on most
‘traditional’ projects using well-tried and tested technology. Performance specifications are
described as ‘give me something that works’ specification. They used for items which the
design team have no specific preference/requirements and allow the contractor to propose a
suitable solution. Performance specifications seek only to deliver what must be achieved and
are sometimes referred to as output specifications. These are often used on design and build
projects. Descriptive specifications are used in collaborative approaches where the design
team and the contractor seek a ‘help me find the best solution’ approach. These define the
scope, design intent, procedures for completing detailed design, quality control, and provide
the contractor with an indication of the solutions that are acceptable. The contractor uses
his/her specialist expertise to complete the detailed design (in consultation with the design
team), manufacture and install the works, and provide the necessary warranties and
guarantees. (Hackett et al. 2006)
Ramus, Birchall and Griffiths (2006) note that specifications may be presented as priceable
schedules of works for certain contracts. These schedules organise the works under
appropriate headings. Schedules of works are commonly used for small scale domestic
refurbishment projects where the work may be arranged on a room by room basis.

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Bills of quantities
Bills of quantities ‘fully describe and accurately represent the quality and quantity of work to
be carried out.’ (ARM4)
Bills of quantities are provided to tendering contractors when a project is let on a ‘with
quantities’ basis. They are prepared from the project drawings, specifications and queries to
the various consultants. Bills consist of a schedule of the work descriptions with quantities
entered against each item. They typically comprise preliminaries, measured work, provisional
sums, prime cost sums and bill diagrams. In Ireland bills of quantities are usually presented in
elemental format. In the UK trade bills are standard.
Bills of quantities are primarily tender documents. They provide a uniform basis on which
tenders can be obtained and, when priced, they provide a means of evaluating and comparing
the tenders; valuing works on site, and ascertaining costs for variations and claims. The
descriptions in bills are concise and contain only the cost significant information required by
estimators to price the work accurately. The rates tendered by the contractor for the various
measured items include allowances for general overheads and profit. As noted above, the
specification may occasionally be incorporated in the bill of quantities in the form of a
preamble section.
Bills of quantities provide an accurate quantification of the physical content of the project.
When a contract is let on a ‘with quantities’ basis, incorrect quantities are rectified, and the
final account is adjusted. A bill of approximate quantities may be used where the extent of
the works is unknown or cannot be established at tender stage. In effect a bill of approximate
quantities is a schedule of rates which is used to value the eventual quantity of work. This
arrangement necessitates a full remeasurement of the project on completion. Bills of
quantities may also contain prime cost sums for specialist elements such as mechanical and
electrical installation. These sums are expended by the employer’s representative and the
contractor is given an opportunity to price for profit and attendances provided to the
specialists.
The Liaison Committee (2006) advise that tenderers should be sent two copies of the bills,
one for return to the architect or surveyor with the tender, the other for the contractor to keep
as a copy of his submitted prices.

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The Preliminary Health and Safety Plan
The Construction Regulations (2013) require that The Preliminary Health and Safety Plan is
provided to tendering contractors to enable them to price the health and safety issues
associated with the site and project. It draws the tendering contractor’s attention to work
involving particular risks which are not immediately obvious from a visual inspection of the
site. It is particularly important to identify significant risks relating to existing materials and
operational hazards in existing buildings. The Plan also contains general project details such
as the identity of the employer; the Project Supervisor for the Design Process, drawings,
location of existing services, the project timeframe and information on other work activities
on site.
The Works Requirements
On public sector projects the drawings and specifications represent the bulk of what are
termed the ‘Works Requirements’.
The primary aim of the Public Works Contracts is to achieve cost certainty and this requires
design teams to provide comprehensive works requirements as part of the tender
documentation. The Training Manual (NPPU, 2007) urges employers not to proceed to
tender prematurely, before fully detailed works requirements are prepared, despite any
pressures to do so.
The Works Requirements define the employer’s requirements and the scope of the proposed
works. For traditional contracts, these primarily comprise fully developed construction-
quality drawings and specifications similar to those discussed above. The Requirements may
also list specialists to be included on panels of subcontractors. The Requirements set out
contract details including restrictions and obligations, plans and other technical information
about the site, and other documents which the employer regards as necessary to define his/her
requirements. The documents containing the Work Requirements provided by the Employer
are identified in the Contract Schedule. A comprehensive list of such requirements is set out
in Appendix B of the Guidance Note GN 2.3 - Procurement Process for Works Contractors
(DPER, 2012). Most of these requirements would normally be included in the preliminaries
section of a bill of quantities produced in accordance with ARM4.

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The Pricing Document
A ‘Pricing Document’ is supplied to contractors tendering for public works contracts. The
Pricing Document enables employers to prescribe how contractors should break down their
tendered price. The document may be a bill of quantities, contract sum analysis or pricing
schedules, and/or other documents in which the contractor provides its detailed pricing
proposals. The Pricing Document performs the same functions as a bill of quantities as
described above. Where bills of quantities are provided they should be prepared in
accordance with ARM4 incorporating any GCCC amendments. It should be noted, however,
that public sector projects are intended to be let on a without quantities basis and where this is
the case a bill of quantities has the status of a schedule of rates only.
On the small works contracts using PW CF6, (the short form for projects not exceeding
€500,000) there is no reference to a pricing document and in these instances the contractor be
required to submit a document such as a ‘builder’s bill’ in a format to be agreed which could
become one of the contract documents (DPER, 2012).
Other documents
A number of other documents may be provided to the tendering contractors.
Non standard forms of contract
Section B, Preliminaries, of ARM4 requires that: Where the conditions of contract are not
standard or not published for general use the conditions shall be set out in full in the tender
documents. Contracts of a bespoke nature, which have been written especially for the
particular contract must therefore be provided to the tendering contractors. Where an
international form of contract such as JCT, ECC or FIDIC is proposed, it may be appropriate
to provide tenderers with copies of the particular contract.
Site investigation reports and condition surveys.
Section D, Excavation and Earthworks, of ARM4 requires that specific information contained
in a ground investigation report should be provided to tendering contractors. This information
is most conveniently provided by including a site investigation report in the tender
documents. Alternatively these details may be set out as preamble clauses within the
substructure and siteworks elements of the bill of quantities. All available information on the
topography of the site, the nature of the ground, the groundwater level, archaeological

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investigations and nature of contaminated ground should be made available to contractors
tendering for the project.
Likewise a condition survey may be provided where work is to be carried out in existing
buildings. This report may identify issues such as the need to remove existing asbestos.
Return envelope
Each contractor should be provided with a pre-addressed envelope clearly marked
‘Tender for’. . . They are to be marked so that they will be easily recognized and not opened
too early or by the wrong person (Brook 2008).
Suitability Assessment Questionnaires
On public sector projects using open tendering procedures, the tendering contractors are
required to complete a SAQ 2 (Suitability Assessment Questionnaire). This form requires
tendering contractors to answer questions about their organisation, financial status and
technical competence. The employer then uses this information to determine which tenderers
meet the suitability standards and which do not (DPER 2012).
Tender Documentation for Design and Build Projects
Employer’s Requirements
The Employer’s Requirements is the briefing document which forms the basis for the
subsequent Contractor’s Proposals.
Where the contract is arranged on a design and build basis or where the contractor has a
design input on the project, it will be necessary for the employer to clearly set out his/her
requirements to enable the contractor to produce a suitable design. This document is referred
to as the Employer’s Requirements.
The purpose of the Employer’s Requirements is to provide tendering contractors with a clear
idea of what the employer wants in the way of a building, e.g., type of structure, function,
size, accommodation, quality, aesthetics, costs in use requirements, etc. The actual detail
provided can vary considerably depending upon how the employer wishes to use the design
and build process. The requirements may contain only basic information as to the required
function of the building, thereby allowing tenderers a free rein regarding their design
proposals. Alternatively an employer may have very clear ideas about his/her requirements,

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in which case the form may contain a full scheme design prepared by the employer’s
architect, and the tenderers would be left with the task of developing the working drawings
and being responsible for delivery of the scheme design. The success of the design and build
arrangement largely hinges on the ability of the employer to produce a definitive project
brief; a process which usually requires the appointment of consultants. This process takes
time; incomplete briefing information will result in inadequate proposals being developed.
On public sector design and build contracts the Employer’s Requirements are referred to as
Works Requirements and these follow the same general principles as those described for
‘traditional’ procurement above. Guidance Note GN-2.3 (DPER 2012) requires that: the
standards and functional requirements and, on occasions, specimen designs are included as
output specifications. These comprise:
 ‘a detailed and comprehensive output specification stating the functional requirements;
 details of the expected functional life and maintenance requirements of the facility;
 any other documents the Employer regards as necessary to define the requirements – if a
specimen design is to be provided it should be included;
 contract details including Restrictions and Obligations;
 plans and other technical information about the site, and
 planning and other consents obtained by the Contracting Authority.’
The Guidance Note further states that ‘the evaluation and award process for these contracts
can be more complex than traditional contracts, so, the output specification should be as
complete as possible’. Again, reference should be made to Appendix B of the Guidance Note
GN 2.3 (DPER, 2012) for comprehensive guidance on these requirements. It is suggested that
these requirements would also form a sound basis for drafting employer’s requirements on
private sector projects.
Drawings
In employer-led design and build projects it is likely that the design will have been developed
to at least outline design stage, and possibly to detailed design stage. In these instances the
drawings will be provided to the tendering contractors who will finalise the production
drawings. Occasionally the employer may require that the design team’s contracts are

12
novated to the contractor in order to maintain a greater degree of quality control over the
evolving and final designs.
Specifications
For design and build contracts the employer provides an output specification. This sets out
the functional requirements that the facility should accommodate together with the expected
functional life, maintenance requirements. Alternatively it can contain a full specimen design.
Prescriptive, detailed and performance specifications will be provided to cover the
technological aspects of the project. A full set of preliminaries is also required these should
be similar to those required for ‘traditional’ specifications discussed above.
Contractors Proposals
In design and build arrangements the tender documents are developed and produced as
Contractor’s Proposals. These should mirror the Employer’s Requirements.
In an employer-led design project, the format for the tender submission will invariably be laid
down in the enquiry, and contractors generally adhere to these instructions. A contractor may
consider that this is a minimum, and that he/she may have a better chance of success by
providing further information to enable the proposals to be evaluated more fully. The
contractor will certainly highlight any innovative proposals and/or better standard than was
specified in the enquiry. (Janssens 1991)
Most contractor-led design proposals are presented as attractively bound documents
containing details of the contractor's organisation and experience of similar works. Typically,
the proposals, will contain the following information:
 an introduction setting out the title page, with date and reference, contents page, an
introduction explaining the background to the enquiry, the basis of proposals, brief
overall description, scope of work, floor areas, etc.
 confirmation of the preliminaries and contractual aspects such as the terms, conditions,
and details;
 proposal drawings, comprising architectural, structural and services drawings and
schematics drawn to suitable scales;

13
 specifications comprising particular specifications for all trades, by description, product
name or by performance and a general specification for workmanship and materials for
all trades, and
 a programme and method statements.
Tender Documentation for Management Contracts
There are two types of appointment to be made within the context of management
contracting: firstly appointing the overall manager and secondly appointing the various works
contractors.
Management procurement is described as ‘a method where the overall design is the
responsibility of the client’s consultants, and the contractor is responsible both for defining
packages of work and then for managing the carrying out of the work through separate trade
or works contracts’ (JCT, 2011). Management contracts are associated with fast moving
contracts on which the design and the construction phases of the project are overlapped. Two
particular arrangements are commonly identified with these approaches: Management
Contracting and Construction Management.
Appointing the Overall Manager
In both Management Contracting and Construction Management the ‘Manager’ is appointed
at an early stage to provide construction expertise and to coordinate the various Works
Contractors. The Manager does not carry out any of the construction works themselves. The
approach is often made directly to the Manager without the need to tender, in which case the
fee basis will be negotiated often in the absence of any ‘formal’ tender documentation. Where
the appointment of a Management Contractor is made through competition it will be
necessary to provide some documentation identifying the scope of the project and the
services to be provided. Any ‘scope’ documents that have been produced at that stage, for
example indicative drawings and/or order of magnitude budgets/indicative programmes for
the scheme and ideally a set of preliminaries should be issued for this purpose.
In Construction Management, the Manager is often the first appointment on the project and
probably no documentation will exist at that point at all.

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Appointing the Works Contractors
The documentation on which the various Works Contractors will be appointed depends on
whether the packages are let on a ‘with quantities’ or a ‘without quantities’ basis. The
principal underpinning these approaches echo those outlined above for traditionally procured
main contracts. In management approaches the overall project is broken down into a series of
packages each with its own design drawings and specifications or bill of quantities which are
compiled and issued by the Manager in conjunction with the Quantity Surveyor to the
potential package contractors. It is important to ensure that the interfaces between packages
are properly identified and clearly allocated to one package or another. Where there are many
packages the number of interfaces increase and so the potential to miss something increases
accordingly. (Designing Buildings.com. n.d.)
Conclusion
The tender documents provide the basis for the contractor’s bid to carry out the works. They
inform the contractor of the scope and details of the work and the conditions under which the
work will be executed. They also identify the employer’s and contractor’s powers, duties,
rights and liabilities under the particular contract. This study has examined a range of
documents which may be produced for tendering purposes and has commented on their
characteristics and use under traditional, design and build and management procurement
arrangements. The guiding principle should be to generate a reliable basis on which to
proceed to enter into a contract for the proposed construction works.
References
ARM4 - The Construction Industry Federation and the Society of Chartered Surveyors (2009)
Agreed Rules of Measurement 4th Edition Dublin, CIF and SCS.
Brook, M. (2008) Estimating and Tendering for Construction Work. 4th ed. Butterworth
Heinemann.
Cunningham, T (2013) Choosing an Appropriate Main Contract for Building Work in the
Republic of Ireland - an Overview. Arrow, Dublin Institute of Technology. Online at
http://arrow.dit.ie/beschreoth/22/.
Designing Buildings Wiki (n.d) Online Accessed 16th November 2016
http://www.designingbuildings.co.uk/wiki/Tender_documentation_for_construction_projects
Department of Public Enterprise and Reform (2012) Guidance Note GN 2.3 - Procurement
Process for Works Contractors v 1.2. Dublin.
Department of Public Enterprise and Reform (2014) Tender and Schedule FTS1 v 1.8
27/06/2014 – Office of Government Procurement. Dublin.

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Hackett, M. Robinson, I. and Statham, G. (eds) (2006) The Aqua Group Guide to
Procurement, Tendering, and Contract Administration, Blackwell Publishing, Oxford.
Janssens, D. (1991) Design-Build Explained. Macmillan, Basingstoke.
Joint Contracts Tribunal (2011) Deciding on the Appropriate JCT Contract 2011, Sweet and
Maxwell, London.
The Liaison Committee (2006) Code of Practice for Tendering & Contractual Matters,
Dublin, Royal Institute of the Architects of Ireland, Dublin.
March, C. (2009) Finance and Control for Construction. Spon Press, London
National Public Procurement Policy Unit (2007) Public Works Contracts Training Manual,
Department of Finance, Dublin.
Ramus, J, Birchall, S and Griffiths, P (2006) Contract Practice for Surveyors 4th ed.
Butterworth Heinemann, London.