Sound contract management begins before solicitation or award. Sand Hill helps owners translate their objectives into clear scopes, appropriate risk allocation, defined responsibilities and obligations, and requirements that reflect the intended project outcome.
We coordinate technical and commercial requirements through contract formation, evaluation and execution. During delivery, we connect contractual obligations with project controls, evidence of progress, change assessment and completion requirements.
Contract Management & AdministrationTranslate the owner’s objectives into defined scopes, responsibilities, obligations, interfaces and acceptance requirements. Evaluate proposed risk allocation against the execution approach and the parties’ ability to manage their assigned responsibilities. Coordinate technical and commercial inputs before solicitation and award.
Structure procurement packages and evaluate proposals against the intended scope. Identify qualifications, exclusions and differences in execution assumptions, then coordinate clarification before the owner makes a commitment.
Establish responsibilities and processes for tracking submissions, reviews, approvals, notices and other contractual requirements. Connect those obligations to the execution plan and maintain visibility of outstanding commitments.
Evaluate payment requests against physical progress and contractual provisions. Assess proposed changes and their implications while preserving the distinctions among owner scope changes, contractor changes and broader cost trends.
Track remaining obligations, required documentation and acceptance conditions. Connect contract closeout with turnover, operational readiness and the owner’s requirements for completion.
A clearer definition of the work, interfaces, deliverables and responsibilities across participating organizations.
Proposal comparisons, identified exceptions and clarified assumptions that support informed selection and commitment.
Defined responsibilities and a coordinated record of required actions, decisions and outstanding commitments.
Assessments connecting contractual provisions, accomplished work and proposed changes with their cost and schedule implications.
An explicit view of remaining requirements and the actions necessary to conclude contractual responsibilities.
Yes. An engagement can begin with a review of existing agreements, execution conditions and administrative practices. Sand Hill can identify unresolved interfaces, outstanding obligations and areas requiring corrective action within the existing contractual framework.
We consider both physical progress and the applicable contractual payment provisions. Payment may depend on milestones, procurement commitments or other agreed conditions. A meaningful assessment must account for those provisions alongside evidence of accomplished work.
No. An owner scope change alters the intended project scope established during baselining. A contractor change requires assessment against the applicable agreement and circumstances. Cost trends are a separate consideration. These issues may overlap, but each requires distinct evaluation and control.
In standard engagements, the owner retains authority to sign contracts, approve amendments and make binding commitments. Sand Hill develops recommendations and coordinates the information and actions necessary for those decisions. Any delegated authority to make contractual commitments would require a separate written agreement.
Sand Hill’s role is advisory, administrative and focused on project leadership. We do not serve as the owner’s contracting agency, general contractor or construction manager at risk.
Specific deliverables, authority, staffing and acceptance requirements are established in the engagement scope.
Bring greater clarity to the commitments, responsibilities and decisions that shape project execution.