Last week I discussed how I develop a scope of work as well as the line item budgeting for a project. This week I am going to dig into my RFP or request for proposal process with my subcontractors. These trade partners are a critical aspect of any project. Without them, their knowledge, and their expertise I would be hard pressed to do much of the heavy lifting on a project as well as developing an accurate scope, budget, and schedule.

After I have written a scope for a project, I then provide my sub trades with that information as well as all of the construction documents. I ask them to review the information and then circle back to me with any questions. I ask them if they want to see the job, and when may work for them. Typically I try to devote a few days to this process, scheduling multiple subs on those days but not overlapping their meeting times. I want to be able to devote all of my attention to each subcontractor, to ensure that we are on the same page. In my early years or sometimes due to a designer’s or architect's wishes, I will meet with everyone at one time, but this is insanity and creates more confusion and headache than much else. 

Meeting with one sub at a time affords us any opportunity to meet the customer, inventory the project, assess the plans, and troubleshoot. I schedule enough time for each trade to not feel rushed, and to not have any distractions from other subs. I have found that the more I prepare for these meetings, the more questions I have, the more documentation that I can provide, the more accurate our information on the back end will be. We can discuss potential issues, alternative scopes, and how to integrate their work and their scope into the construction process.

For example, I met my mason at a project last week to discuss an addition and kitchen renovation we have signed on to preconstruction. The site is tight and presents some challenges due to grade and access. He could have given me a price by looking at the plans, and maybe it would have been close, but being onsite with him affords us one-hundred percent focus on the project. It is a great tactic to force yourself and your subs to focus on nothing but the task at hand. We assessed the site and the proposed design, met the customer, addressed concerns, and then discussed the next steps. The biggest takeaway from this meeting was that the design was not conducive to being efficient. Given the amount of space on the project, the varying slab depths, and how much soil would have to be disturbed, the project would have to be completed in two phases. Couple this with the lack of space to work, and it creates a very inefficient and expensive foundation. He also suggested using a couple of other subs to help complete the project, which I was able to contact and obtain pricing. 

Could we have come to this conclusion by simply looking at the plans? Yes, we more than likely could have; but seeing the site in real time, working through the design in person, and interacting with the customer while doing so establishes trust and perspective for all parties involved. Not only do I feel confident that my mason is thoroughly gauging the project, but my customer understands the commitment as well. After we completed the site meeting, all that was left to do was put our thoughts on paper with a proposed price and schedule. This process and meeting in person gives me the confidence to move ahead with pricing accordingly. I am fully confident that my team has the best chance of getting the information right. This does not mean that we know everything. This does not mean that our numbers will be absolutely accurate. This does not mean that we will not run into issues. It means that we are positioning ourselves to have the best chance of being accurate.