Change Orders are instructions to revise construction plans after they have been completed. Change orders are common to most projects, and very common with large projects. After the original scope (or contract) is formed, complete with the total price to be paid and the specific work to be completed, a client may decide that the original plans do not best represent his definition for the finished project. Accordingly, the client will suggest an alternate approach.
Common causes for change orders to be created are:
" The project's work was incorrectly estimated
" The customer or project team discovers obstacles or possible efficiencies that require them to deviate from the original plan
" The customer or project team are inefficient or incapable of completing their required deliverables within budget, and additional money, time, or resources must be added to the project
" During the course of the project, additional features or options are perceived and requested.
A Chicago Illinois Construction Contract Change Order refers to a legally binding document that is employed in the construction industry to formalize modifications or alterations to an existing construction contract in the city of Chicago, Illinois. The purpose of a change order is to establish a clear understanding between the parties involved, ensuring that any modifications to the original contract's terms, conditions, scope, or price are recorded and agreed upon. Keywords: Chicago Illinois, Construction Contract, Change Order, modifications, alterations, construction industry, legally binding, terms, conditions, scope, price. Chicago Illinois Construction Contract Change Orders can come in various types, depending on the nature and extent of modifications required. Some common types include: 1. Scope Change Order: This type of change order arises when there is a need to modify the project's scope, either by adding new features, eliminating certain aspects, or restructuring the original plan. 2. Schedule Change Order: If there is a need to adjust the project's timeline, a schedule change order is utilized. This can include extending or compressing the project duration, revising milestones, or accommodating unforeseen delays. 3. Cost Change Order: When alterations to the contract result in changes to the cost of the project, a cost change order is employed. This includes adjustments in material prices, labor rates, subcontractor fees, or any other factors affecting the project's overall cost. 4. Design Change Order: If there are modifications or enhancements required in the original design or architectural plans, a design change order is issued. This includes revising blueprints, altering dimensions, upgrading materials, or changing the aesthetics of the project. 5. Quantity Change Order: This type of change order is utilized when there is a need to adjust the quantity of materials, equipment, or labor involved in the construction project. It can occur due to unforeseen circumstances, errors in original estimates, or changes in project specifications. 6. Emergency Change Order: In rare cases, an emergency change order may be necessary when unforeseen circumstances, such as safety hazards, natural disasters, or urgent repairs, require immediate modifications to the contract to protect workers, the site, or the public. Regardless of the type, a Chicago Illinois Construction Contract Change Order should include essential details, such as a clear description of the modification, the reason for the change, the impact on the project's timeline and cost, any necessary revisions to drawings or specifications, and the agreed-upon adjustments to the contract. Keywords: Chicago Illinois, Construction Contract, Change Order, scope change, schedule change, cost change, design change, quantity change, emergency change, alterations, modifications, legally binding.
Para su conveniencia, debajo del texto en español le brindamos la versión completa de este formulario en inglés. For your convenience, the complete English version of this form is attached below the Spanish version.
