The types of changes, I am sure you're all aware of what they are.
You have design changes, you have schedule changes,
sometimes because of internal issues.
Sometimes because of external issues such as changes in your
local department of buildings or external codes and so forth and so on.
And of course, field conditions, which in a renovation,
can potentially do quite a bit of damage in the progress of your project.
What are some of the necessary tools for managing change orders?
Okay, timing,
timing is important, understand how much time do you have contractually.
And again, I'm going back to and I think I've said it more than once,
in fact, I know I've said it more than once, know your subcontract and
know your responsibilities.
Know what you're responsible, know what your sub is responsible for, and
know what your owners are responsible for, okay?
That's right up there as a key component to planning, okay?
Being aware as to who's responsible for what at any given point of the project.
So of course, change orders, they will come up, you have to deal with it,
and some of the fee items you have to be content with.
What's the timing for notification?
Most contracts tell you you have a week or two weeks on the outset to file a claim.
What is required for proper documentation?
Let's face it, you can never over-document the change order.
The more information that's available, the easier it will be for
this change order to flow through.
Make sure items such as labor rates, unit prices, and markups up front because these
are the kind of things that have to be negotiated during the bidding process.
Because if you think you're gonna negotiate labor rates once your contract
is signed and the contract is onboard, and then it's just a function of him or
her negotiating with you and trying to identify what is a fair labor rate, or
a fair unit price, it's not gonna go over very easily.
It's gonna take time, and it could very well interrupt any kind of change
order process that would take place.
So key labor rates, unit prices, and markups to be identified early,
to be identified during the bidding phase of the project and
to make sure that they're included into the contract.
So coming down to the end of our discussion, and
I saved one of the most important aspects of being a proper,
not a proper proper, being a proper project manager.
In terms of the qualities of a proper project manager is,
of course, the ability to communicate and document.
And as you can see, this is a survey that I copied off an article,
and I apologize, I don't remember how old it is or when I read it,
that communication is the most important aspect of a project manager.
Of course, leadership and management are but if you look for both the principles
of the firm, that goes to owners, your execs, and so forth and so on.
Down to project managers and quite frankly, it shouldn't stop at that level,
down to the folks of the assistants.
The proper communication is most critical in
the successful implementation of a project.
And that's something that begins with you.
If you can communicate, if you can lead by example of making sure that
everybody's aware what are the issues, what are the pitfalls,
what are the dangers of a project, what are the successes?
Because let's face it, you need to discuss the successes as much as you need to
discuss the dangers and pitfalls and
failures of a project cuz they're both learning experiences, it's extremely
critical, not just of your project but also the development of your team.