Examination syllabus
Candidates will be tested on their knowledge of and an ability to apply and manage the provisions of the
following FIDIC publications:
FIDIC Conditions of Contract for Construction – Red Book(1999 and 2017 edition)
FIDIC Conditions of Contract for Plant & Design-Build – Yellow Book(1999 and 2017 edition)
FIDIC Conditions of Contract for EPC Turnkey Projects – Silver Book(1999 and 2017 edition)
FIDIC Golden Principles (2019). (DONE)
As well as on the major contract management related tasks of the project lifecycle listed below:
Project Initiation
1.1. Define/identify the contract participants (as defined in the FIDIC Golden Principles) according to
the different procurement routes and contract types (DONE)
1.2. Assist in the contractual strategy/select the correct book.
1.3. Manage and allocate risk
1.4. Prepare the Conditions of Contract
1.5. Advice on the procurement process
Pre-construction Phase
2.1. Draft a letter of award
2.2. Draft a contract agreement
2.3. Draft the Notice of Commencement Date
2.4. Administer the advance payment process
2.5. Review the advance payment guarantee
2.6. Review performance security
Execution of the Works
3.1. Control and monitor time
3.2. Monitor the Contractors progress on site
3.3. Apply/defend delay damages
3.4. Apply the advance warning system
3.5. Instruct suspensions
3.6. Instruct/manage variations
3.7. Administer/advice on the contract termination process
Quality Control and Quality Assurance
4.1. Administer the contractual matters for quality control and quality assurance
Communications
5.1. Drafting of notices
5.2. Conducting monthly progress meetings
5.3. Prepare/review the monthly progress report
Financial Control
6.1. Perform financial control of the work contract
6.2. Administer the final payment
6.3. Discharge
Claim Management and Dispute Resolution
7.1. Administer the claims process
7.2. Administer the disputes process
Project Closeout
8.1. Administer the project closeout phase
8.2. Return of performance security
8.3. Site clearing by the Contractor
FIDIC Certified Contract Manager Exam
The FIDIC Certified Contract Manager (FCCM) exam is an open-book, online multiple-choice
exam covering the FIDIC 1999 and 2017 Suite (Red, Yellow, Silver) and related guidance. It
consists of 100 multiple‐choice questions to be completed in a single 250‐minute
sessionfcl.fidic.orgfcl.fidic.org. The syllabus includes core FIDIC conditions (especially the Red,
Yellow, Silver Books in both 1999 and 2017 editions), the FIDIC Golden Principles, the FIDIC
Procurement Procedures Guide 2011, and the tasks of contract management across the project
lifecyclefcl.fidic.orgalzabeel.com. In practice this means knowing key clauses such as contract
formation (Clauses 1–4), commencement and time (Clause 8), variations (Clause 13), payments
(Clause 14), suspension/termination (Clauses 8, 15, 16) and claims/disputes (Clauses 20–21),
among others.
Candidates usually have about 60% as the pass markfcl.fidic.org. The exam is open-book:
candidates may consult FIDIC publications during the examfcl.fidic.org. Recommended
preparation includes thorough study of the official FIDIC contracts themselves (e.g. 2017 Red
Book) and FIDIC guidance (Golden Principles, Procurement Guide). FIDIC provides a published
“Body of Knowledge” (exam syllabus) and sample questions. For example, FIDIC notes that a
free practice test is available on its credentialing site to help candidates get familiar with the
formatfcl.fidic.org. In addition, many candidates attend FIDIC-accredited training or use
textbooks/commentaries on FIDIC (e.g. FIDIC contract commentaries, industry notes) to
reinforce understanding.
Key facts: 100 MCQs, 250 minutes, open-bookfcl.fidic.orgfcl.fidic.org. Syllabus: FIDIC
Red/Yellow/Silver (1999/2017), FIDIC Golden Principles (2019), Procurement Guide
(2011)fcl.fidic.orgalzabeel.com. Pass mark ~60%fcl.fidic.org. Study materials: FIDIC Contracts
(especially Red Book 2017), official guidance (Golden Principles, Procurement Guide), FIDIC
sample tests and practice, and training courses.
Contract Management Tasks by Project
Phase
Below we summarize each listed task with key responsibilities, documents/notices, timing,
and FIDIC references (2017 Red Book).
Project Initiation
1.2 Select the appropriate FIDIC form: Early in procurement, the contract manager
advises the Employer on which FIDIC Book suits the project. For example, if the
Employer will supply most design, use the Red Book (Construction); if the Contractor
will do the design (design-build), the Yellow Book is appropriate; for turnkey (EPC)
projects use the Silver Bookfidic.orgfidic.org. This decision ensures fair risk allocation
per FIDIC’s guidancefidic.org. (No specific clause – this is a policy choice.) The
manager also considers procurement strategy and risk policy.
1.3 Manage and allocate risk: Identify project risks (e.g. site conditions, political,
design) and ensure FIDIC’s clauses allocate them sensibly. The Red Book (2017) covers
risks in several clauses: e.g. unforeseeable site conditions under Sub-Clause 4.12
(“Unforeseeable Physical Conditions”), force majeure under Clause 18 (Exceptional
Events), and liabilities/indemnities under Clause 17 (Care of Works and Indemnities).
The contract manager records risks in a risk register and recommends insurance (Clause
19). In line with FIDIC’s “balanced risk” principles, risks should be borne by the party
best able to manage or foresee themfidic.org. (See FIDIC Golden Principles and Clause
18 for ‘Employer’s risks’, etc.)
1.4 Prepare the Conditions of Contract: Draft the Particular Conditions (PC) to reflect
the Employer’s requirements and project specifics. This includes setting contract data
(Part A), filling all blank spaces in the FIDIC forms, and adjusting priority of documents
via Sub-Clause 1.5. The contract manager ensures the standard General Conditions
(GC) remain intact and only authorised changes are made (usually in PC Part B). A
formal Contract Agreement form (per Sub-Clause 1.6) is prepared for signing. FIDIC
requires the Employer/Contractor to sign a Contract Agreement within the time stated
(usually within 28–35 days of Letter of Acceptance)scribd.com.
1.5 Advise on procurement process: The manager guides the Employer on tendering
steps, e.g. developing tender documents and form of bid bonds. They ensure provisions
like performance security (Clause 4.2) and advance-payment guarantee (Clause 14.2) are
included in the tender. Once bids are received, the Employer issues a Letter of
Acceptance to the successful Contractor – this “award letter” formally creates the
contract (combined with Contractor’s tender)scribd.com. FIDIC treats the Letter of
Acceptance as part of the Contract (see Clause 1.1.10)scribd.com. The manager then
oversees the post-award formalities (performance security, contract signing).
Pre-construction Phase
2.1 Draft a letter of award: The standard form is the FIDIC Letter of Acceptance. It
should state which tender is accepted, the accepted contract amount, and reference the
annexed Contract Agreement form. While FIDIC doesn’t prescribe exact wording beyond
the sample form, the manager ensures it complies with Clause 1.1.10 and matches the
Contract Data. This notice fixes the binding terms, subject to execution of the Contract
Agreement.
2.2 Draft the contract agreement: FIDIC requires a written Contract Agreement
between parties (Sub-Clause 1.6). The contract manager populates the Agreement form
(typically in Part B) with key terms: accepted amount, agreed dates (base date,
commencement), parties’ signatures, and any addenda. By FIDIC, this Agreement must
be signed within the prescribed period (e.g. within 28 days of Letter of Acceptance, per
tender)scribd.com. (FIDIC notes the Agreement form and who bears stamp duties –
usually Employer paysscribd.com.) The Agreement binds the parties to all Conditions
and documents listed therein.
2.3 Notice of Commencement Date: Under Clause 8.1 [Commencement of Works],
the Engineer must give the Contractor at least 14 days’ notice of the Commencement
Date (this is a change from 7 days in
1999)internationalconstructionknowledgehub.comfenwickelliott.com. The contract
manager prepares this notice once conditions are met (usually after performance security
and advance-payment guarantee are in place). The notice specifies the actual date work
can start. Timeliness is critical: under FIDIC, “Time for Completion” runs from the
Commencement Date (Sub-Clause
8.2)internationalconstructionknowledgehub.comfenwickelliott.com.
2.4 Administer the advance payment process: If an advance payment is provided, the
Contractor must submit an Advance Payment Guarantee first. Per Sub-Clause 14.2.1,
the Contractor obtains a bank guarantee (or other agreed form) equal to the advance
amount and submits it to the Employer (with copy to Engineer)scribd.com. The contract
manager checks the guarantee’s form and validity (it must remain in force until the
advance is repaid). Once the guarantee (and the Performance Security under 4.2) are
received, the Engineer issues an Advance Payment Certificate within 14
daysscribd.com. Payments are then released by the Employer per Sub-Clause 14.2.2. The
manager tracks this schedule: typical timing is that the Contractor’s application for
advance (with guarantee) triggers the Engineer’s advance certificate.
2.5 Review the Advance Payment Guarantee: The contract manager reviews the
Guarantee for compliance with Sub-Clause 14.2.1. It must: cover 100% of the advance,
be issued by an approved bank or surety, and be valid until the advance is fully amortised
by deductions from interim paymentsscribd.comscribd.com. Any expiry date must be
extended by the Contractor per contract (the Guarantee’s extension requirements are set
out in Sub-Clause 14.2.1 and Guidance). The manager ensures it names the Employer as
beneficiary and matches the requested currency. If deficient, the Engineer may reject it.
2.6 Review performance security: Under Clause 4.2 [Performance Security], the
Contractor must deliver a performance guarantee (normally a bank guarantee) to the
Employer within 28 days of the Letter of Acceptancescribd.com. The contract manager
checks this instrument: it must be in the form/amount stated in the Contract Data
(typically 10–20% of contract price) and from an approved issuer. The Security must
remain valid until issuance of the Performance Certificate. The manager also tracks
amendments: for example, after partial taking-over, the guarantee amount can be reduced
(per Clause 4.2 Guidance). Once all contract obligations are met (after taking-over and
defects, see 8.2 below), the manager arranges for return of the Security under Sub-Clause
4.2.3scribd.com.
Execution of the Works
3.1 Control and monitor time: The Engineer must monitor the Contractor’s progress
against the agreed programme (Clauses 8.2–8.3). The Contractor submits a detailed
Programme at the start (Sub-Clause 8.3) showing all activities, critical path, and
floatsinternationalconstructionknowledgehub.com. The manager ensures timely
submission of revisions (e.g. for delays or changes). All time-related obligations (work
start, milestones, completion) must meet the Time for Completion in Contract Data. Any
slippage should trigger a request for Extension of Time (EOT) under Sub-Clause 8.5,
with supporting claim (Clause 20). If no EOT is due, daily delay damages (formerly
“liquidated damages”) may be applied as specified in Sub-Clause 8.8. In practice, the
manager logs progress, issues early-warning notices (see 3.4), and enforces schedule
compliance per FIDIC’s Clause 8 framework.
3.2 Monitor Contractor’s progress on site: The Engineer (often through the employer’s
project manager) inspects the works regularly, liaising with the Contractor’s
representative (4.3) and key personnel (6.12). The contract manager attends site, reviews
Contractor’s progress reports and interim applications (Clause 4.20 Progress Reports).
Any delays or quality issues noted on site may become the basis for claims or variations.
The manager uses Clause 8.3(c) if the Contractor fails to submit programmes (Engineer
may give notice), and Clause 8.7 (Rate of Progress) to require acceleration if falling
behind. Progress is discussed in monthly meetings (see Communications).
3.3 Apply/defend delay damages: If the Contractor fails to complete by the contractual
Time for Completion (Sub-Clause 8.2), the Employer is entitled to deduct Delay
Damages as pre-agreed in Contract Data (per Sub-Clause 8.8). The manager calculates
damages at the agreed daily rate for each day between the due completion and actual
Taking-Over (unless capped). However, if the Contractor has validly obtained an EOT
(per 8.5) for excusable delays, no damages are due for those days. If the Contractor
disputes delay liability, the Engineer must consult (Clause 3.5) and make a fair
determination. (In practice, the manager maintains records to support or challenge any
delay claims.) Example: Under Sub-Clause 4.7 (Setting Out), an error by the Employer
may entitle the Contractor to both time and no delay
damagesinternationalconstructionknowledgehub.com. Overall, the manager ensures all
delay notices (Clause 20) have been properly given so that extension entitlements are
preserved.
3.4 Apply the advance warning system: Sub-Clause 8.4 [Advance Warning]
(introduced in 2017) requires both parties to give prompt warning of any event likely to
cause delay or increase costinternationalconstructionknowledgehub.com. In practice, the
contractor must notify the Engineer of issues (e.g. unusual weather, site obstructions) as
soon as foreseen; the Engineer likewise warns the Contractor of Employer-caused delays.
The manager facilitates these warnings in monthly progress meetings or correspondence
(see Communication section). This system is meant to reduce disputes by flagging
problems early. (Failure to issue an advance warning does not by itself forfeit claims in
FIDIC, but is part of good practice.)
3.5 Instruct suspensions: If work must be temporarily stopped, the Employer (through
the Engineer) can order suspension under Clause 8.9 [Employer’s Suspension].
Grounds include Buyer’s convenience or safety/emergency reasons. The manager issues
a written Notice to the Contractor specifying the suspension (recording Sub-Clause 8.9’s
requirements). During suspension, the Contractor halts work, and thereafter the Engineer
issues a Notice to Resume per Sub-Clause 8.13. Clauses 8.10–8.12 govern consequences:
e.g. any costs due to the Contractor for suspension. Conversely, the Contractor may
suspend work under Clause 16 if the Employer fails to pay or has force-majeure. The
manager ensures all suspension instructions meet the formal notice requirements (Clauses
3.2 and 8.9) and records any time adjustments or costs as a result.
3.6 Instruct/manage variations: The Engineer has the right to order Variations to the
works under Clause 13.1. The manager issues Variation Orders in writing, using
FIDIC’s variation form if provided. Each Variation Order should include a description of
changed work, and if practicable initial cost/time effects. Sub-Clause 13.3 [Variation
Procedure] requires the Engineer to instruct the Contractor with particulars of valuation
method (e.g. items from Schedule of Prices, or daywork, etc.) and any necessary
extension of time. The Contractor must execute the variation (13.3.1) and submit its own
price proposal promptly. The Engineer then agrees the change or determines it by fair
valuation (often by proportioning rates or using Clause 13 rates). The manager follows
FIDIC’s change-control steps: documented instruction (13.3), revised programme if
needed, and adjustment of the Contract Price/Time as per Clause 13 and Clause 3.7
(agreement/determination) if needed.
3.7 Contract termination: If the contract goes poorly, the manager advises on
termination steps. Termination by Employer is governed by Clause 15 (for Contractor
default or convenience). For example, if the Contractor fails to remedy a breach after
notice (15.1–15.2) or becomes insolvent, the Employer may issue a Notice of
Termination (15.2.1) detailing defaultsscribd.com. The manager then ensures the post-
termination process: securing site, valuing completed work (15.3), and paying due sums
(15.4, 15.6). Termination by Contractor (e.g. for employer’s payment default) follows
Clause 16. Throughout, notice formalities of Clause 3.2 must be observed: terminations
must be by Notice in writing to the party. If termination occurs, the manager arranges for
final valuation and takeover of outstanding works.
Quality Control and Quality Assurance
4.1 Administer quality provisions: FIDIC’s quality requirements are primarily in
Clause 7 [Plant, Materials, Workmanship] and Clause 4.1 (general obligations). The
manager ensures the Contractor carries out works “in accordance with the Contract” (4.1)
and uses new, tested materials. Key steps: inspect samples or workmanship per Sub-
Clause 7.3 (Inspection), witness or carry out tests under 7.4 (Testing by Contractor),
and enforce 7.5 (Defects and Rejection) to reject any defective work/material. Defects
must be remedied under 7.6 (Remedial Work) at the Contractor’s cost. Throughout
construction, the contract manager checks Certificates of Compliance (e.g. test
certificates) and Quality Control documentation. After construction, Clause 10 (Taking
Over) requires the whole works to meet contractual standards before a Taking-Over
Certificate is issued. The manager also enforces the Defects Notification Period (Clause
11) – any latent defects reported must be corrected. All quality-control instructions (e.g.
rejection notices, remedial work orders) should be documented in writing per contract.
Communications
5.1 Drafting notices: All formal communications under the contract must comply with
Clause 1.3 [Notices and Other Communications]. That clause requires notices to be in
writing (letter, fax or email if agreed) and delivered to the addresses of the receiving
party or the Engineer. The manager ensures every notice states the relevant Sub-Clause
(e.g. “Notice under Clause 20.1: Claim for Delay”) and is signed/dated. For example,
notices for claims (20.1), suspensions (8.9), or defaults (15.1) must explicitly reference
the clause. Correct formatting avoids disputes over validity. The manager usually
maintains a register of all notices sent/received and confirms receipt as required by 1.3.
5.2 Monthly progress meetings: Under FIDIC, progress meetings are typically held
monthly. The manager organizes and chairs these, using them to review the Contractor’s
submitted reports (14.3 statement of payment due, progress schedule) and quality issues.
Minutes of each meeting are prepared and circulated to record agreements (e.g. on delay
events, variations) and action items. While not explicitly mandated in FIDIC, this is best
practice to document communications. The contract manager may invite the Engineer and
Contractor’s reps to attend. Any instructions given at these meetings (e.g. variation
orders, requests for better performance) are confirmed in writing.
5.3 Monthly progress report: The manager prepares (or reviews) a monthly progress
report for the Employer, summarizing site activities, percentage complete, delays, issues
and upcoming milestones. This report often uses input from the Contractor’s monthly
statements and reports. While FIDIC does not require a formal report format, the
manager ensures it includes key data: work done to date, EOT status, forecast of
completion, and any potential claims. These reports serve as the basis for valuing interim
payments (Clause 14) and for communication with stakeholders.
Financial Control
6.1 Financial control of the contract: The contract manager oversees valuation and
payments under Clause 14. The Contractor submits an interim payment application
(14.3) each pay period. The manager (via the Engineer) verifies quantities and progress,
applies retention rates, and issues an Interim Payment Certificate (IPC) per
Sub-Clause 14.6. All payments are made in accordance with the contract currency
provisions (14.15). The manager also monitors any price adjustments for changes in laws
(13.6) or fluctuation (13.7) if applicable. Retention money is held per Sub-Clause 14.9
and released partially on taking-over. Throughout execution, the manager ensures no
overpayment: only certified amounts are paid. Change orders (variations) that affect the
Contract Price are incorporated into subsequent IPCs as directed by the Engineer under
13.3.
6.2 Administer final payment: After final completion and defects rectified, the
Contractor issues a draft Final Statement (14.11) detailing all outstanding entitlements.
The contract manager reviews and certifies the final quantities and variations. The
Engineer then issues the Final Payment Certificate (FPC) under Sub-Clause 14.13.
This certifies the final sum due, with details of any remaining retention or deductions
(e.g. unfulfilled liabilities). The FPC marks the end of regular payment claims. The
manager ensures the Final Statement and FPC are exchanged within the periods set in
14.12 (usually 84 days after taking-over certificate), and that all accounts (including
change-order values) are settled.
6.3 Discharge: Per Sub-Clause 14.12 [Discharge], the Contractor must sign a discharge
document within 28 days of the Final Payment Certificate. This discharge confirms that
the contractor has received all payments and has no further claims. The contract manager
obtains this signed discharge to fully close out payment obligations. Only upon receiving
the discharge should the Employer release any remaining retention and return the
performance guarantee (as below).
Claim Management and Dispute Resolution
7.1 Administer the claims process: All claims (for time or money) are handled under
Clause 20 [Contractor’s and Employer’s Claims]. If the Contractor seeks additional
time or cost (e.g. for a variation or delay), he must give a Notice of Claim per
Sub-Clause 20.1, describing the event and its effects. FIDIC requires that claims for EOT
or prolongation costs be notified within the contract time-bar (typically 28 days under
Sub-Clause 20.2.2). The contract manager ensures the Contractor’s claim submissions
meet these requirements (proper notice, supporting details). The Engineer then
determines or negotiates the claim under Sub-Clause 3.5 (fair determination) and issues a
decision (Sub-Clause 20.3). The manager tracks timeframes: the Engineer has 84 days (or
as defined) to respond. All claim correspondence is documented. If the Employer has
claims (e.g. for damages), Clause 20 also requires notice and substantiation. The manager
collates and adjudicates claims impartially, applying the contract’s entitlements (e.g.
EOT rules, variation clauses).
7.2 Administer the disputes process: FIDIC provides a two-tier dispute resolution.
First, disputes go to a Dispute Avoidance/Adjudication Board (DAAB) under Clause
21.4. The contract manager ensures the DAAB (usually three members) is constituted
early (21.1) and all dispute referrals comply with notice rules (21.4.4). The manager
prepares the parties’ submissions to the DAAB and attends hearings if needed. If the
DAAB issues a decision (21.4.5), both parties must tentatively comply pending
resolution. If dissatisfaction remains after the amicable settlement period (21.5), the
manager guides the next steps: under Clause 21.6 [Arbitration] disputes go to final
arbitration (following ICC rules or otherwise agreed). The manager ensures that all
contractual requirements (e.g. issuing a Notice of Dissatisfaction within 28 days of the
DAAB decision) are met. In practice, the manager facilitates negotiation, but if a dispute
persists, he or she arranges formal notice and arbitration filings per Clause 21.
Project Closeout
8.1 Administer project closeout: As the works finish, the contract manager ensures
formal Taking-Over and closeout per Clause 10. The Engineer issues the Taking-Over
Certificate when he is satisfied the works are complete (10.1). The manager verifies all
closeout requirements: outstanding works done, tests passed, and Performance Certificate
(11.9) prepared. After taking-over, the Defects Notification Period (Clause 11) begins;
the manager tracks any defect repairs. Final release of retention and issuance of the Final
Payment Certificate (14.13) occur once closeout is fully completed.
8.2 Return of performance security: Under Sub-Clause 4.2.3, the Employer returns the
Performance Security to the Contractor after completion. The condition is that all
conditions (e.g. employer has both performance and advance guarantees, site cleared,
etc.) are metscribd.com. In practice, once the Taking-Over Certificate is issued and the
Contractor has complied with defects obligations (11.11), the manager arranges the
formal return. (Any final claims on the security, if allowable, are handled per 4.2.2.)
Citing FIDIC: “The Employer shall return the Performance Security to the Contractor”
subject to the conditions in Sub-Clause 4.2.3scribd.com.
8.3 Site clearing by the Contractor: Per Sub-Clause 11.11 [Clearance of Site], after
Taking-Over, the Contractor must remove all temporary works, surplus materials, and his
equipment from the site. The contract manager inspects the site to confirm clearance. If
items remain, the Employer may order their removal (at the Contractor’s cost). Only after
full clearance (and receipt of the signed discharge) does the Employer release final
payments. The manager includes this as a check in the closeout checklist – FIDIC
assumes the site shall be vacated once contractual obligations are fulfilled (11.11),
enabling final settlement of the contract.
Sources: Official FIDIC publications (2017 Red Book
clausesinternationalconstructionknowledgehub.comscribd.com), FIDIC training/credentialing
guidancefcl.fidic.orgfcl.fidic.org, FIDIC guidance notesfidic.org, and authoritative commentary
(Fenwick Elliottinternationalconstructionknowledgehub.comfenwickelliott.com, Howard
Kennedyinternationalconstructionknowledgehub.com, etc.). All clause references above are to
FIDIC 2017 Red Book Sub-Clause numbers. The cited sources provide context and confirm
exam details and FIDIC
provisionsfcl.fidic.orginternationalconstructionknowledgehub.comscribd.comscribd.com, among
others.
