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Construction megaprojects are rarely executed exactly as planned. Design gaps, fast-tracked decisions, incomplete information and on-site improvisation are part of reality. While project teams focus on maintaining momentum and delivering results, contractual risk often accumulates in the background.
Contracts are imperfect by nature. Yet many project managers treat contract management as a reactive, legal afterthought, issue management at best – something to activate once a dispute has escalated. This can lead to significant financial exposure, unmanaged claims and distorted narratives about responsibility.
We explore how project managers can shift from reactive firefighting to proactive contract leadership. It addresses practical tension between operational delivery and contractual discipline, demonstrating how simple structural mechanisms – such as decision logging, transparent documentation and early risk alignment – dramatically reduce exposure without slowing down execution.
Rather than turning project managers into lawyers, the focus being on empowerment, leading to better decisions under pressure, protecting projects before conflicts emerge.
