Read the full agreement before signing, including the scope, exhibits, schedules, general conditions, incorporated standards, and the firm’s proposal. Build a comparison that shows where the client’s form differs from what the firm priced and planned. A qualification in a proposal may not control if the signed contract incorporates it differently or gives conflicting terms priority. Ask counsel which document governs if two provisions conflict.
Review scope and assumptions first. Identify the services, deliverables, exclusions, client-provided information, site conditions, and services that require separate authorization. Then check how the contract handles additional services, change orders, schedule extensions, delayed client decisions, suspension, termination, and payment. Make sure the project manager knows who can approve extra work and how that approval must be recorded. For example, if a client requests a revised drainage analysis, the team should know whether it falls within the original scope or requires written authorization.
Pay close attention to the standard of care, warranties, indemnity, limitation of liability, insurance, dispute resolution, ownership and use of documents, confidentiality, data security, assignment, and subcontracting. Flag terms that require the firm to guarantee outcomes, accept responsibility for conditions outside its control, or provide an indemnity broader than the firm’s own acts. Ask the broker whether the insurance responds to the proposed obligations and exclusions. Ask counsel to explain the likely effect of unfamiliar or unusually broad language under the applicable law.
Check the business terms against the actual project plan. Does the fee cover the promised coordination and review? Are payment milestones tied to work the firm controls? Can the client withhold payment for disputed services? Does the schedule allow time for client review and agency decisions? Public and private owners may use different forms, approval steps, and procurement requirements, so confirm the contracting process before committing staff.
Keep a record of negotiated changes and approved exceptions. Give the project lead the executed agreement and a short list of key obligations before work begins. Revisit the contract when scope or delivery conditions change, rather than relying on an informal email to amend it.
This is general education, not legal, insurance, or engineering advice; contract language, licensed PE judgment, and local codes govern.
