It has become obvious to me that even when 95% of the problem is our trade contractor, the owner rightfully sees the problem as 100% ours. So get involved & fix it before we lose a client.

Since some P.M's ignore trade contractor's phone calls and then they call me, which takes up my time. Now our company policy is if you have not talked to casino jameshallison the trade contractor and he calls me, I will charge my time to your bonus program. I refuse to waste my time because you are non-responsive.

Let's review my frustration. It costs a lot of time and energy to find a client. Then we spend money to estimate to become the 'low bidder' so you can get the opportunity to do your job & make a profit. Your job is not to let your ego and pride get in the way of our client and future work.

If you are having problems with a trade contractor with scope issues or differences, give the trade contractor a 'constructive directive' per our contract article which refers to AIA 2007 revision. If they refuse you should notify them in writing to work 'under protest' and file for arbitration. Otherwise, they will be held responsible for all related expenses and reduce their contract accordingly.

Every directive that could have a risk of monitory impact the P.M. and Super must give the issue a “COR” so when the project ends we have a tracking procedure with outstanding issues and they can not be forgotten and left unresolved and become problems weeks or months after project closeout. The Super must have a COR before Phil Ivey is presently involved within the greatest casinos online legal cases the United kingdom has witnessed after he prosecuted Crockford’s Casino in Mayfair London once they declined to spend on the £7. he signs any verification of time slips.

If a trade contractor does not attend your project meeting then simply take a position we need and state it clearly in the project meeting minutes and let them deal with your requirements and you will set a great example for others whom may consider missing a meeting.

Think about the reality when your customer, architect, or Subcontract becomes non- responsive addressing an issue. First, you must cover your backside as we all know you need to do. However, I want to make sure you remember it will be a “reality problem” for you no matter what at a later date if you don’t get involved! You need to keep on top of the issue and help them out so we can get done on time and everyone is happy. Please don’t get caught up with who is “right” and no “follow through” but rather focus on the project to be successful for all.

Always document with an owner what is over time charges vs. shift change work. Owner's understanding of overtime can be misunderstood.

At our project meetings don't talk to the people next to you or be reading when there is an on going discussion about your project. Simply ask people to wait until after the meeting and you will accommodate their concerns.

As a note, if your project has an activity that is noisy or disruptive try to do that work first thing before your owner becomes project tired! Later, he will get tired of the project and become more difficult with dust or noise.

When your subs make mistakes there is no need to tell your customer or maybe not even the architect. Because we hired them we must take some responsibility for their mistakes. They are somewhat like our own employees, so keep it confidential.

Remember the biggest reason projects fail is lack of timely information. Your job is to push for timely information to get issues resolved.

RFI-

Always try to add a suggestive solution to your RFI for the owner and architect if possible because it makes them feel that you are a team player. However, ultimately, the architect must approve our suggestions in writing before accepting.

Punch List-

Remember for some reason the owner only remembers the last thing we did – which is usually the punch list items – so do it right and efficiently to secure future work from the customer. The last 1 percent of the project is the 90 percent the owner remembers about us.

Remember for every $1,000 lost we must do a $20,000 job to make up that loss.

Beware that it costs 2/3 more money to find a new client than it does to save an existing client. Hence, let”s make all attempts to keep our existing clients.

When you price and level a trade discipline you must present three subcontractor”s prices to corporate.

Any correspondence that is received by any employee (i.e. project manager, superintendent, etc.) must be responded in writing by that employee; even if the response is “I totally agree.” We will not let any correspondence go unresponsive.

Communication that is of serious impact always refers to the contract section that gives you the authority or right to carry out your stated position.

When a customer says they do not want you to confirm things in writing just say it is our company policy set by the president and you would lose your job if you don”t. However, they can call the president to discuss our policy.

When terminating a subcontractor make sure to write a “Notice to Cure,” and get permission from an officer of the company, and follow the contract requirements for notification. Only terminate for convenience if you have no claim against your trade contractor. If you do have a claim, then you must terminate for cause and use the “Notice to Cure” procedures. It may be better Talleta ja voita matka RioonUpea Euroopan-matka tarjollaKay katsomassa StonehengeaInternet casinot . to use the letter to cure and not terminate, but take the work over and back charge or reduce the sub's contract accordingly. But always write to the trade contractor weekly about your expenses and progress.

If you or the architect is going to cut the subcontractor's payment application submitted to the owner, you must inform the subcontractor immediately.