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A schedule on the wall won’t run your project. A living, accepted NEC4 programme will. We unpack how to turn the programme into a central management tool that reflects reality, accelerates decisions, and shrinks the space where disputes grow. From acceptance rules and deemed acceptance to resource clarity and client interfaces, we walk through the mechanics that make NEC’s prospective approach to change actually work on site.

We dig into the lifecycle from tender to completion, why monthly (or faster) updates matter, and how to structure submissions so acceptance becomes routine rather than a negotiation. You’ll hear a clear breakdown of the consequences of acceptance and non‑acceptance, including when withholding triggers extra duties and how silence can lead to treated acceptance. We also tackle a frequent flashpoint: programmes that show planned completion beyond the completion date. You’ll learn why that can still be acceptable, how to separate acceptable from desirable, and how a realistic plan helps mitigation more than a neat fiction ever could.

On change, we show how to represent compensation events on the programme before implementation without conceding liability, supported by a concise narrative that explains cause and impact. We compare approaches to time risk allowance and make the case for embedding TRA within activity durations while distinguishing it clearly from float to comply with NEC4 and protect assessments. Rounding out the guide, we share pragmatic fixes for common blockers: missing resource statements, out‑of‑date logic, unpaired planned and contract dates, and overcomplicated models that stall acceptance.

If you want fewer surprises, stronger CE assessments, cleaner payments under Options A and C, and faster decisions across the board, this is your playbook for making the NEC4 programme work for you. Subscribe, share with your team, and tell us: what’s the one programme habit you’ll change this week?

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We break down how to assess compensation events on price under NEC, focusing on the dividing date, defined cost, and the difference between assessment by agreement and assessment by default. Two worked examples show why you must compare cost with and without the change, not tender prices against new costs.

• definition and purpose of compensation events under NEC
• the dividing date and why it stays fixed
• when assessments are retrospective versus prospective
• using clause 63.2 by agreement for small, similar changes
• default clause 63.1: defined cost with and without the change
• worked example: deletion and abortive costs explained
• worked example: design change and preserving tender position
• implementing updates in activity schedules or bills
• common pitfalls and how to avoid them
• handling time and money together with the accepted programme

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We unpack how to assess the time element of NEC compensation events, why the dividing date matters, and how to preserve terminal float. We share a three-step method to progress, model impact, and produce clear quotations without relying on end‑of‑project prolongation claims.

• defining compensation events and the rights to change dates and prices
• why quotations must show alterations to the accepted programme
• prospective versus retrospective assessment tied to the dividing date
• preserving terminal float and extending time only one way
• three-step method: progress, reschedule, impact the CE
• showing time risk allowance and principal resources
• using assumptions when uncertainty is too high
• pitfalls: old programmes, hidden float, missing planned key date conditions
• sequencing multiple CEs and aligning on method
• resources to deepen practice and prepare for the prices session

Join us on 1 December at 16:30 for Assessing Compensation Events Part Two: Prices

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We unpack how to notify NEC4 compensation events properly, when the PM or contractor must act, and how to use project manager assumptions to price uncertainty without padding. Clear steps, examples, and pitfalls help you move from awareness to implementation without losing entitlement.

• defining compensation events and where to find them in NEC4
• why time and cost are assessed together prospectively
• who notifies what: PM‑notified vs contractor‑notified events
• the eight‑week time bar and the 61.4 decision gate
• early warnings versus compensation event notifications
• instructing quotations, proposed instructions, and alt quotes
• project manager assumptions: obligation, range setting, corrections
• using Defined Cost plus Fee versus Prices by agreement
• practical checklist before instructing quotations
• what good looks like in notices, records, and timings
• common pitfalls and how to avoid them
• Q&A on X2, deemed acceptance, access, and adjudication

Join us next time, first Monday in November at 4:30 pm, when we explore how compensation events affect time under clause 63.5

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We dig into the purpose and practice of NEC early warnings and show how to turn them from admin into a real project tool. Clear notifications, a live register, the right people in the room, and meetings that produce actions, not arguments.

• why early warnings are a positive project tool
• what to notify and when under Clause 15
• separating early warnings from compensation events
• maintaining a useful early warning register
• running frequent, focused early warning meetings
• using digital systems without letting them dictate process
• sanctions for late or missing notifications and how to avoid them
• common pitfalls like flooding, duplicates and blame
• smarter KPIs that reward mitigation and learning
• how TQs/RFIs sit alongside early warnings

Join us next time: “Notifying Compensation Events” — Monday 6 October, same time

View the webinar: https://www.gatherinsights.com/en/webinars
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