​You are about to start your construction project. The owner (or their project manager) hands you access to the work site. You are good to go – or are you?

Unfortunately, contractors often accept possession of project construction sites, or construction work areas, and don’t check it. Only several weeks later do they discover that there’s a problem, they’re losing money, the construction work is going slower than expected, or something doesn’t fit. Only when they investigate do they discover that the problems originate because the work site given to them wasn’t in accordance with the construction project specifications and contract document. Often by then, it’s too late to complain.
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So next time you are handed access, or possession, to a work area or construction project site, make sure you check it properly before accepting handover.

​Before accepting handover of an area from the client/owner or their project manager it’s important to check the following:

1. Can you get to the construction work area – sure the owner may have handed you access to the area but can you actually get your people, materials and construction equipment there? Frequently owners hurriedly clear the work area and think that’s good enough. If contractors can’t get their people, materials, and construction equipment to the work area, or it’s difficult to get stuff there because the owner is blocking the routes to the site then it will impact construction progress, cause delays, and ultimately cause the contractor additional expense. When pricing the construction project always understand how you will get access to the work areas. If the owner must provide a road so your team can access the work areas then ensure that they deliver the road so that you can get to the area. If there is doubt, then stipulate in your price what access you require, then ensure these requirements are included in the contract that you sign. Then importantly, before accepting the work area check that you can easily access it – can you get to it?
2. Do you have access to the full work area? Owners and clients often only provide partial access to construction work areas. They seem to assume that as long as the contractor can start work somewhere that’s okay. But, often construction schedules require work to start in a specific area first, an area that’s on the critical path. In addition, contractors plan their construction work so that resources aren’t working on top of each other, so that work can proceed in an orderly direction, a direction where access isn’t impeded by previously completed work, where construction equipment can easily get to, and where materials don’t have to be double handled and moved backward and forwards across the work site. Be very wary about accepting partial access to the work area when you should have been granted full access. Make sure that this won’t adversely impact the construction schedule or the productivity of your resources, and that the work you complete now won’t block your access to other areas you are only able to get to later.
3. Is the area prepared properly, to the correct specifications and tolerances? Frequently owners have to hand over sections of work that other contractors have prepared. This may be a leveled earth platform, an excavation or a concrete slab. It’s imperative that contractors check the previous work to ensure that it is in the right position, that levels and heights are correct and that the items meet the required specifications. So, if you’re accepting a leveled earth platform, is it in the right place? Is it to the right height and level? If it’s too low and you’re pouring a concrete slab on top of the platform you may find that you require additional concrete to make up the low spots. If the area is too high you may find that your crews are spending additional time and money trimming the ground lower so that your concrete will be at the right level. If the ground hasn’t been compacted properly you may later find that your concrete slab and foundations constructed on the platform cracks and the owner will blame you. Always carry out your own checks to ensure everything is in the correct position. Ask for the test results to confirm that what you’ll be building on has been formed and constructed to the correct specifications.
4. Is the area safe? Once you accept access to the construction work area you will be responsible for the safety of the area. Sometimes owners hand over excavations done by previous contractors. Don’t accept them if the sides are excessively steep, meaning they could fall in on top of your crews. Make sure that there aren’t boulders on the sides of the excavation which could fall onto your team working below. Fixing these problems will be expensive and time-consuming. You don’t want to have the owner or other contractors working above you, or performing dangerous tasks nearby which could injure your crew. Only accept a work area if it’s safe.
5. Has the owner fulfilled all of their contractual obligations? These might include completing demolitions, installing security and moving existing service and utility lines. If they haven’t you might end up doing the work, which will be an added cost and cause delays, or the client may do the work, but invariably this will interfere with your progress. Understand the client’s obligations and ensure that these have been met before accepting the work area.
6. Is the construction area as you expected? If it’s recently rained and the works are flooded or boggy is it reasonable for you to take the problem over? Well, it depends on the construction project contract and what should be accepted as being reasonable. So if a previous contractor, or the owner, has excavated an area for your work, or they have prepared concrete foundations, then it would be reasonable to expect that these be handed to you in a dry state. Sure, once you accept the area it will probably be your responsibility to keep the area dry unless otherwise stipulated in the contract, but you should be handed a dry area. So too if you are expecting to be handed a leveled area to work on you would expect this area to be firm ground. If the owner or another contractor has previously worked in the area churning up the ground, excavating trenches which they haven’t filled and compacted properly, then probably you shouldn’t be expected to accept this mess. Always understand the contract document.

​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
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Bullying is rife on some construction projects. Workers bully co-workers. Managers and supervisors can even bully those working for them. Clients bully contractors.

Bullying takes many forms, from physical contact to even discriminatory jokes. The bullying happens during work hours and after work.
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Nowadays, cyberbullying is rife, and circulating rude messages and comments is a popular form of bullying. We often think of cyberbullying as being a scourge that only impacts kids, but it’s frequently used by adults as a nasty weapon.

People on construction projects come from diverse cultural backgrounds. They have different educations and different intellectual abilities, practice various religions and have been brought up in different ways.

People that are different are often picked on and bullied. It’s unimportant that people have external differences. What’s important is that we work as a unified team, working to a common goal, using the best of our combined skills and abilities to deliver the project successfully.

The suicide rates among construction workers are among the highest of all industries. Bullying is a major contributing factor.

Bullying undoubtedly leads to mental health issues in construction workers. It results in depression. It impacts morale on the project. It lowers productivity. It results in absenteeism. It disrupts teamwork and causes disunity.

Bullying also leads to other problems, like alcoholism and drug addiction. Problems at work are often taken home where they impact families. It can result in sleep disorders. All of these inevitably negatively impacts the person’s work, leading to lower productivity, poor quality, and unsafe acts.

Bullying sometimes leads to violence on construction projects when the bullied person can no longer take it and they turn on the bully. In the worst cases, people have been shot dead on construction project sites. Unfortunately, often others are injured and killed in these incidents – incidents that scar those on the project and lead to disruption of the construction project.
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In “rough and tough” construction, workers can be scared to report bullying and they are afraid to seek help for depression and other mental health problems.

As mentioned above bullying takes place between clients and the contractor, and between contractors and their subcontractors.

Paying contractors late is a form of bullying. Threats and intimidation are bullying tactics. Threats that “you’ll never work for me again” are intimidation.

Of course these forms of bullying place enormous stresses on the construction project and construction company managers. They can’t afford to deliver a service below cost and they also can’t afford to be blacklisted by clients. They have to pay their bills at the end of the month.
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Bullying of contractors leads to contractors becoming bankrupt. When a contractor becomes bankrupt, they can’t pay their bills and they become demotivated.

Stopping bullying starts with the example you set.  Here are a few personal checklist questions you can ask yourself about bullying on your project.
How do you treat people? – Are you fair and respectful? Would you want others to treat you in the same way as you treat them?
Do you respect and understand the differences between cultures and people? – We are all different and have our own unique and sometimes quirky ways of doing things. What’s important is that we are all working to the success of our project and company.
Are you aware of what’s happening in your teams and between co-workers? – Is there bullying?  Pull bullies aside and remind them that bullying is unacceptable. Serial bullies should be reprimanded and even removed from the project.

Bullying and harassment are never acceptable and everyone on the project must be aware that bullying will not be tolerated. Those who have bullying problems or mental health issues must have a sympathetic ear to talk to. They must know that they can safely report bullying. They must know that bullies will be dealt with by management.
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Stand up to bullies.
...Continue Reading....

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
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We often focus on the way people dress. Sure being dressed appropriately does show respect. But, does the way you dress really reflect the talents, skills and work ethics that you can bring to a company. There are even some who won’t offer a person a job because they have weird hairstyles, tattoos or dress differently. Indeed, I was surprised to hear a few years back that because I have a beard it was seen as reason not to promote me – now I know I have many shortcomings which could potentially be held against me, but I never considered having a beard was something that in anyway impacted the way I did my work!

The other night I was watching a television program where a partially disabled person had been searching for a job for eight years. Another had been in prison and four years after being released nobody was prepared to offer her a job. They were desperate for a job. Was a partial disability, or a prison sentence enough to condemn them to never having a full time job?

We all take our preconceptions with us. The way we were brought up, the environment we grew up in, our past experiences, and of course the people we associate with all contribute to the way we act and operate. We are all guilty of being racist to some degree. We often talk about people in terms of their nationality, country of origin, gender, colour or ethnicity.

This article was first published in an abbreviated form on the ClockShark website. 
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'The Successful Construction Supervisor and Foreman'
  
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
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In a previous article, I discussed how important it is to know whether your construction project is making or losing money. Some contractors don’t bother with project cost reports. They simply hope for the best, and that the construction project ends profitably.
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While some contractors do sometimes prepare monthly project cost reports, unfortunately, these cost reports are of little value because they contain errors, or the information contained in them is ignored by the project team.

​Common construction project cost reporting mistakes include:

1. The cost reports take too much time to prepare. This takes valuable management time away from managing the construction project. Cost reports should be easy to complete and require minimal time. Reasons for reports taking time to complete include that:
   1. The information required to complete the report isn’t readily available. It’s essential that the company’s systems supply accurate costs in the same format and codes as the reports use.
   2. The cost report is too complex to fill in.
   3. The cost report breaks items down into lots of detail, making it difficult and time consuming to track down the costs and revenue for each item or code. 
2. The cost reports are sometimes only completed months after the events occurred. This is because the data required for the report isn’t immediately available, or the company only requires the cost report by that date. Unfortunately in the interim since the data was collected much has happened on the project. Frequently when a loss is detected it’s too late to rectify the problem and in the meantime the losses have become worse. Cost reports need to be current and should never be later than a month after the project costs were incurred.
3. The project cost reports include revenue from variation claims which haven’t yet been approved by the client. I’ve had managers instruct me to add in variation claims to our project revenue, even though these claims hadn’t been accepted by the client. As long as the client hasn’t approved a claim it’s in doubt and may be rejected, or the final agreed quantum could be less than the amount claimed. Trading on variation claims provides a false sense of security and the project could appear profitable, only to take a dramatic loss when the claim is later rejected. But, as long as the project team doesn’t allow for the variation claim the cost report shows a loss and the project team will be spurred into action to quickly agree the variation claim with the client so that the losses can be recovered. 
4. The cost reports don’t include all the construction project costs. This obviously means that the project shows a profit until the missing costs are added, surprising management when the project suddenly shows a loss.  Construction projects costs might be missed because:
   1. Subcontractors or suppliers are late submitting their invoices. Always ensure that all work has been accounted for in the cost report, even if it’s only an estimate.
   2. Not all project costs have been captured. This might be because the processing of invoices are late or because some costs have been accidentally omitted. Again efficient company systems are essential to ensure all costs are captured when they’re incurred.
   3. Suppliers’ and subcontractors’ invoices haven’t been paid. This might be because the project team is disputing part of the invoice. 
5. The cost reports aren’t comparing revenue against the correct costs. This is because costs or revenue haven’t been allocated to the correct items or codes. Although the overall construction project profit or loss could be correct, individual items may be incorrect, meaning that the losses seen aren’t actually for those items but are for something else. This makes tracking the cause of the loss difficult.
6. The revenue used is incorrect. Often the project revenue is overstated because:
   1. The monthly progress valuation or claim is incorrect and includes an over claim – a claim for work that hasn’t been done or is incomplete.
   2. The preliminaries or overheads are claimed from the client each month according to a set pre-agreed rate. However the costs associated with the preliminaries are frequently not incurred at the same rate and these costs vary depending on the stage of the project. 
7. The data hasn’t been entered correctly. Sometimes in the rush to complete the report the project team makes the incorrect assumptions or even guesses costs.
8. The cost report doesn’t take into account the costs of completion. Often construction projects appear to be profitable (their cost reports show a profit) until the last few months when things suddenly go wrong. Project teams regularly underestimate the costs of completing punch-lists (snag-lists), completing project documentation, and handing over the construction project.
9. The project team assumes the wrong reason or cause for a loss. I’ve previously written about a construction project where the cost report showed the project was losing money on concrete materials and the project manager attributed the loss to the fact that the client had changed the concrete mix design, asking for additional cement which we would claim later. Yes, this did contribute to the loss, but when we eventually uncovered the real cause for the loss, which was that cement was being stolen from the project, we had lost over a half million dollars. Frequently the project team is quick to blame the estimating team for losses on the project, when in fact the main contributing factors are something else. Often losses are caused by a number of different problems, so uncovering and solving one reason may only be part of the solution.
10. The reports are deliberately manipulated by the project team so that losses aren’t shown. They either deliberately hide costs or add in additional revenue. Of course, ultimately the truth will come out. I’ve never found a construction project making a loss suddenly became profitable without action being taken to stem the loss and reduce costs, or to find additional revenue, such as a justifiable variation claim.
11. The information contained in the cost report isn’t acted upon. Cost reports should highlight areas of concern and, if required, additional information could be sought to uncover the actual cause of the problem.
12. Cost reports are ignored by the project team. There is little point in completing a cost report if it's going to be disregarded. Ignoring a cost report which is showing signs that the project is losing money could mean that losses continue to increase leading the project and company into financial difficulties. Actions aren't taken to stem the losses.

​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
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Several years ago, our monthly cost reports on one construction project showed we were losing money on concrete materials. The matter remained unresolved and the losses mounted. Furthermore, our progress was often held up due to a lack of cement.

With a little research, I found that we had paid $500,000 extra for cement - effectively we had paid $500,000 for cement we hadn't used! Further investigation revealed that the drivers of the cement trucks were discharging, and selling 30% of each load of cement before they ever reached the project.

Over several months the cement truck drivers had stolen half a million dollars of cement. This resulted in a shortage of cement because the project wasn’t receiving all the cement they were supposed to get, which delayed the project.

The above example illustrates the importance of monthly cost reports. Without them, these problems could have gone undetected. Forever.

But, cost reports are useful in other ways. For example, one company I worked at built several cooling towers, and each time we lost money. No matter how we priced or planned these projects we always lost money. We never seemed to have the right price or construction methods. We eventually decided we couldn’t make money on these projects and avoided pricing them again.
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Sometimes we have to accept that we’re not particularly good at some construction projects and we should leave these projects to other contractors.

​Monthly cost reports are useful for a number of reasons:

1. They can uncover theft and fraud on the project.
2. They could highlight when materials are being wasted.
3. Cost reports provide a check that all work and materials have been correctly claimed by the client.
4. They highlight problems with productivity – when people and equipment aren’t being used efficiently.
5. Losses could indicate that the project has grown in scope and that the additional work hasn’t been claimed.
6. Knowing a project is losing money allows company management to put in place mitigating actions to ensure there’s sufficient finance to cover for the impacts on the company’s cash flow, finances, and profitability.
7. Cost reports provide feedback to the estimating department. It allows estimators to increase or decrease rates when they price the next projects. Decreasing rates may improve the chance of winning another project while increasing rates could prevent future losses.
8. Cost reports also provide valuable ratios which can be used to check estimates for future projects. We gathered several important ratios for project overheads, equipment costs and labor costs, which provided quick checks on our prices, enabling us to uncover errors in our prices before we submitted them.
9. Project cost reports provide targets for the project team to aim for. It’s an indication of how well the team is managing the project. Sure, there are sometimes projects that are badly priced, or which hit unexpected snags, so they don’t make money. But then the team needs to justify the losses and the reasons for the losses. But often a project that’s losing money is a project that has other problems.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Some contractors are like some actors. They sign up for every project that crosses their desk.
This often means that the estimating team works long hours and price estimates are rushed. Little thought is put into ways to make the price more attractive to the client.
When pricing is rushed it could result in errors with the price, which could mean that the price is too high, so the company doesn’t win the work anyway. It could also result in the contractor not winning the project. Often it takes more than just having the lowest price to be awarded a construction project.
In addition, contractors may end up winning the wrong project – one which they don’t have the resources or expertise to complete successfully.
Contractors should focus on pricing the right project, then put all their thought and effort into submitting a winning bid.

Construction projects vary hugely in size, type, location, risks, and clients. Not all projects may be suitable for your company right now. In fact, some construction projects are best avoided if they’re excessively risky or the client is difficult.
Picking the wrong project can be disastrous, while the right project can lead to bigger and better projects later. It’s important to understand the project fully when pricing it and be selective about which projects you price.
It’s also important to consider the pricing or bidding procedures.  If there are multiple contractors pricing the project, your chances of winning the project may be slim.
Sometimes there are competitors who have strong relationships with the client, have more expertise in the type of work, or that are already operating in the area. These competitors will have an advantage over your company, and it may be difficult to win the project.
Try to pick construction projects that are winnable. Don’t waste time pricing projects that will be nearly impossible to win.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Being a construction supervisor or foreman is challenging, it’s hard work, but it’s also rewarding watching projects take shape under your watch. A supervisor’s job is certainly never boring – every day is different, each project is different, different locations and different people, all presenting new challenges.

But, a construction foreman (foreperson) or supervisor is a tough job. Out in all types of weather, facing seemingly impossible deadlines, dealing with people who don’t always have the skills for the tasks, sometimes reporting to project managers who have little understanding of construction, using equipment that breaks down on occasion, working long hours, reams of paperwork to fill out, people taking chances, rules and more rules – is it all worth it? Construction foremen and supervisors are at the coalface of every project. Good foremen and supervisors are essential to the success of every construction project and every construction company, indeed, they are valuable assets.
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A construction foreman, foreperson, or supervisor, manages a work crew, or oversees a section of work. Of course, they can be male or female. 

Supervisors take on enormous responsibilities. Not only are they responsible for coordinating their team and resources to ensure that the project, and in particular their section of work, is delivered on time and meets the required quality standards, but they must ensure that the resources operate efficiently. Then most important, they’re responsible for people’s lives. They’re responsible to ensure that they, their team, others working on the project and the general public aren’t endangered or injured by activities on the project, or related to the project. In addition, they must ensure that the project is constructed in accordance with the applicable standards and specifications, so that those using or operating the completed facility won’t be harmed in any way.

Most supervisors have years of experience on the tools, learning their trade, sometimes through apprenticeships, but mostly from watching and learning from others. These skills are often focussed on a particular trade or skill. But, being a supervisor is a totally different ball game. Where before, as a tradesperson you were doing the work yourself, now as supervisor you must organise and manage others doing the work. It’s often hard to step back and watch others do the work, when possibly they’re not meeting the standards and speed that you would produce on the job. It’s difficult to step back and be less hands-on. But supervisors have to take control of the whole job, and not be distracted from this management and organisational role by doing the work yourself. There is just far too much happening on a project to get your hands dirty doing the work yourself.

Supervisors must be able to manage people. In fact, dealing with people in an effective way is an essential requirement. Supervisors have to communicate (both verbally and in writing), they must lead, motivate and delegate.
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Unfortunately there are few courses for supervisors, and almost no qualifications required – other than the construction life of hard knocks. Managers just expect supervisors to know things, yet they don’t explain anything. Who teaches new supervisors?

As a young engineer on a project, and as a project manager, I was fortunate to learn from many excellent supervisors and foremen. Indeed I would never have achieved what I did without the foremen working on my projects. They were the powerhouse of the projects, and I only had to steer the project to a successful conclusion. Now it’s my turn to share my 30 years of construction experience and knowledge with construction supervisors and foremen in my new book ‘The Successful Construction Supervisor and Foreman’. I explain why things are done in a certain way, why good paperwork is essential, but more importantly, I provide tips and insights to help supervisors and foremen become the very best.
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Chapters include; how contractors win projects and the critical role supervisors play in this, starting the project, people and equipment management, productivity, cutting costs, managing the project, finishing the project, safety, dealing with materials, working with subcontractors, quality and more.

This book will also help those new to construction and those looking to advance their construction career. It will also be useful to new construction managers.

‘The Successful Construction Supervisor and Foreman’ is an easy to read book available in paper or eBook from Amazon and other online stores. Downloading the app from Amazon means that the Kindle book can be read on your computer, tablet, or even phone.

I hope this book helps foreman or supervisor become the best. Construction is desperate for good, experienced, skilled and dedicated supervisors. Construction needs you.

A couple of years back I watched a reality TV program with teams renovating different apartments. One of the teams was an older couple, while the other teams were probably the age of their children. Now the older couple expected the younger teams to show them deference and respect because of their age. Yet the younger teams weren’t prepared to show deference to the older team. There were no favours granted because of age. In fact, the opposite occurred and because the older team demanded favours and respect they didn’t get either and often conflict occurred with the younger teams. The teams that treated other teams as equals got along together and were more likely to accommodate and help each other.

Now I frequently see similar situations where people expect others to respect them simply because they are older, more educated, richer, or, because they have a particular rank or title. Particularly in construction we see conflict when a younger person is the construction project manager and they have older, more experienced construction supervisors or foremen on the project. The construction project manager sees themselves as the boss, while some construction supervisors think they are God because they have years of construction experience, they are older, and have performed similar construction work, often the same way, for many years (sometimes even starting on the tools before the manager was even out of nappies). Do the two sides respect each other? No! Is it a recipe for conflict on the project? Yes! Will it impact the construction project? Undoubtedly!
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However, as a young construction manager I often managed projects where my supervisors were much older than me – on occasion even being double my age. Were these projects a success? Yes. Did we respect each other? Yes – I always respected my construction supervisors and foremen, they did the hard work, they had the knowledge and experience and I depended on them, but, I had to earn the respect of my supervisors and foremen. They taught me. I was prepared to listen to them. But, when I thought I was right, I was ready to explain why my construction method was better than the one they were proposing. Even with the toughest and most experienced construction foreman I could persuade them to do things my way if I had to. We were a team.

​People often confuse respect with being liked. Sometimes managers think that by being friends with their team this will earn them respect. They think that being ‘Mr Nice Guy’, or being liked, equates to respect. In fact, often the opposite occurs and managers who are friends with everyone and who are nice to their team are in fact despised behind their backs and not respected by the same people. Managers who regularly socialise and drink with some in their team, or don’t enforce discipline, usually aren’t respected, even though they may be liked as a drinking buddy.

We also mustn’t confuse being friends with being friendly. Being friendly means being of a pleasant demeanour and greeting other people. We can be friendly towards someone even if we don’t like them.

In my 30 year construction career I know I wasn’t always liked, and I made very few friends in the industry – however, I do know that I was respected by the people I worked with, including general workers, tradespeople, construction supervisors, engineers, construction managers, my immediate managers, my customers and their teams, subcontractors and suppliers.  In fact it never ceases to amaze me who miss me the most, or ask after my wellbeing – it’s often some of the people that I argued the most with.

Vocabulary.com defines respect as; ‘Respect is a way of treating or thinking about something or someone. If you respect your teacher, you admire her and treat her well.’ If we look further they make the following definitions; ‘To respect someone’s judgement means that you value their judgement’, and ‘to show respect towards someone means you abide by or honour and observe’.

The Cambridge Dictionary defines respect as ‘admiration felt or shown for someone or something that you believe has good ideas or qualities: “I have great/the greatest respect for his ideas, although I don't agree with them”. “She is a formidable figure who commands a great deal of respect” (= who is greatly admired by others).’

Merriam Webster Dictionary defines respect as; ‘a feeling of admiring someone or something that is good, valuable, important, etc.: a feeling or understanding that someone or something is important, serious, etc., and should be treated in an appropriate way’.

So why is it important for your team, your manager, or your customer and their team to respect you? Well the essence comes from the above, that people who respect you will be more inclined to listen to, and value your judgement. They will be more likely to treat you well. They will be more likely to follow you.
​
Many parents say to their kids “you must do this because I say so” or “I’m your father and you should respect me” or “your father knows best”. Unfortunately what often follows is an argument, or, sometimes even outright defiance and disobedience. Now in most cases children should respect their parents, but they also need to be independent thinkers and shouldn’t just be following an instruction because it was given to them by a parent. Respect usually has to be earned by parents as well as those in authority. 

​For more valuable construction tips and advice read these books - click on the images

​Maybe we should rather ask, do you respect someone if they don’t respect you. Or, do you respect somebody if they lie, shout, are lazy, show poor judgement, behave badly or don’t have knowledge? Probably not! Respect is earned by:

1. Showing respect to the other person. Respect is mutual. Respect includes respecting talents and abilities, and not discriminating against somebody because of their colour, race, religion, language, social backgrounds or sex.
2. Not lying.
3. Admitting when you are wrong or have made a mistake.
4. Not abusing your position or other people.
5. Working hard.
6. Demonstrating your good judgement and knowledge.
7. Taking the time to listen to other’s concerns and explaining why their concerns are unfounded.
8. Not making arguments personal or holding grudges.
9. Being consistent but fair. What applies to one person should apply to everyone today and next week.
10. Having people’s backs, supporting them, and standing up for them when they’re right and in difficult situations.
11. Getting the job done safely, on schedule and to the required quality.
12. Acting professionally, even in the face of adversity or crisis, and not letting your emotions take control.

Respect isn’t earned because of age or rank. 

Now there’s no doubt that people in management, those of a senior rank, and parents can rule by command. They can order others to do as they’re told. But often those following the instruction do so reluctantly, sometimes there’s open resistance, or more sinister covert defiance, and when there’s opportunity they slack off. But, we need more than people just following orders, we need their continued support and commitment.

Having the respect of those working with you makes it much easier to work as a team. It creates a loyal harmonious team that has your back, that you can rely on, that won’t let you down. They’ll be prepared to go that little bit further, do a little extra.

Mutual respect also means that people are prepared to speak out. Even if you don’t agree with their opinions you are prepared to listen and present a counterargument. People aren’t expected to blindly follow instructions. It often results in better outcomes and decisions.
​
There will always be clashes of opinion and arguments. But, people that respect each other will resolve these issues amicably, they’ll work together, cooperate, giving their best, and the construction project will be a success.
Does your team respect you?
Do you respect your managers?
What does respect mean to you?  

This article is adapted from the author's new book 'The Successful Construction Supervisor and Foreman'. 
Other books by the author include: 
 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books.
Paul has recently published 'Construction Management: From Project Concept to completion'.
and: 'Build and Renovate Your Home With Your Eyes Wide Open' is for those with little construction experience who want to build or renovate a house. It's filled with tips and suggestions to help you on your way, ensuring you avoid the pitfalls of home construction projects.
These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website. 
Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.
Please like and share this article.
​© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

​​Let’s talk good communication.

The famous playwright George Shaw wrote that “the single biggest problem in communication is the illusion that it has taken place.” 

We all communicate every day, but is our communication effective?

One of the most important aspects of managing a construction project is being able to communicate and interact with people.

People in construction come from diverse cultural, educational, and economic backgrounds. Messages that aren’t crafted to accommodate the diversity of your construction team create misunderstandings. So do emails. 

​Unfortunately the preferred communication for many is via emails. I had a boss who often sent emails to a manager sitting only a few offices away. They’ve then responded by email. Several emails later, they finally resolved the original problem.
How much easier would it have been to walk to the other person’s office and discuss and resolve the problem? It would certainly have been quicker. Now emails do provide a record of an important item so they’re often essential. But frequently, you can resolve problems or issues by talking on the phone. Old-fashioned, face-to-face talks go a long way! 
One of the problems with an email is that it’s much easier to say something horrible or be dismissive of another’s email than it would be if you were talking to the person directly. We can judge by the person’s body language or voice when they take offence at something we’ve said, so we can often smooth the issue over immediately, or explain ourselves better when misunderstandings arise.
I’ve been involved with a non-profit organisation transitioning to a new accounting system. We’ve sent strings of emails backwards and forwards with little resolution of issues. Some emails have been ignored and some have been misunderstood. On occasion, emails have become quite irate and have offended people.
Only after talking in person did we understand and resolve these problems. By actively explaining and listening to problems and the proposed solutions it has been possible to resolve many issues. A few discussions have quickly short circuited the long email exchanges.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Good communication in construction is essential. Many problems arise because of poor communication, or when our messages are misunderstood.

Unfortunately many in construction don’t realize how important it is to be able to communicate properly. Many don’t see the necessity of being able to write properly. Yet, project managers have to write letters all the time. Some of these letters could literally be worth millions of dollars. Why wouldn’t we want to put the effort into producing a clear and succinct letter that will convince our clients and customers to award a project to our company, or grant the variation claim we’ve submitted.

So let’s have a quick English lesson – a lesson on writing project letters!
Letters should:

• Have a date.
• Have a unique reference number.
• Be addressed to the correct person (the contract normally specifies who that person is, as well as who should be sent copies. If you’re unsure contact the company to find out who the right person is). Oh, by the way, do spell their name correctly – you don’t want to annoy the person before they’ve even started reading your letter!
• Have a heading, including the project reference name and number (letters to the client should use the reference name and number in the contract document), and a second heading line containing the subject matter.
• Have an introduction, normally a brief overview of the subject within the letter.
• Include the body, containing the facts and supporting information (where the supporting information is lengthy or includes numbers, calculations, and diagrams, consideration should be given to inserting these as appendices, and including only the summary of the documents in the body of the letter, referring the reader to the relevant appendix or attachment).
• Have a conclusion which summarises the facts and indicates the required future course of action.
• Be logical – state the facts simply and in a logical manner that is easy to follow. Don’t assume the person reading the letter is familiar with the project, or discussions that have occurred on the project.
• Be confined to one topic, or a few similar topics. Rather write a new letter for a different unrelated topic.
• Be concise and in simple language. Avoid lengthy sentences.
• Not be contradictory.
• Not use emotive language. Don’t get emotional or abusive. Simply state the facts. You don’t want to later regret the things you wrote.
• Be checked for spelling and typographical errors (if you know your grammar is poor request, someone, to check the letter). As a young project manager, my manager always checked variation claim letters before I submitted them to the client. Frequently they came back with multiple errors highlighted in red ink – yes, it did feel like I was back at school, but they were important lessons.
• Be arranged in easily readable paragraphs. Don’t just ramble on, with one thought leading into the next one.
• Avoid using slang.
• Ensure that when acronyms and abbreviations are used that these are explained, or are clearly understood by the reader and that they are used consistently in the letter.
• Be numbered correctly and consistently when it’s required.
• Use consistent text (resist the urge to use text that is in capitals, bold, in color or in italics to highlight a point).
• Use exclamation and question marks sparingly.
• Quote the correct clauses from the contract document, the specific reference from the tender documents or the applicable drawing numbers.
• Be double-checked to ensure that all calculations and figures are correct and that they tie up.

Poorly written letters are often not treated with the seriousness they deserve, and letters which use incorrect facts and figures could cause the client to doubt the authenticity of the figures.
​
Don’t assume the person reading the letter will have a grasp of all the facts, or know what you are talking about. ....Continue Reading.....

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
Please share this post

​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

​Well I’m sure many of you answered 2 – of course you’re wrong.
A few won’t have read the article, but will be writing to object to the error in the title.

Of course those familiar with the Bible know that Moses built the Ark of the Covenant to house the 10 commandments and it wasn’t for animals. While most people have heard the story of the biblical flood and the ark (ship) that Noah built to save 2 of every kind of animal.
​
Those answering the question what has this got to do with construction probably came up with answers like shipbuilding, maybe even quality construction?
​
However, this simple question has been used as a test to demonstrate that many people jump to the answers, or reach conclusions, without fully listening to the question, or thinking through the problem.* 

Unfortunately, construction project managers are no different.
They start a new project without considering how they reach completion. Some project managers don’t think through the problem and just start construction, following what seems to be a logical sequence. But, is this the shortest and most economical solution. If we want to go from A to Z and aren’t familiar with the destination then we input the start and end addresses into our smart devices or GPS – yes, most of us don’t just start driving hoping we will reach our destination. These devices give us various routes to choose from. Some will be shorter by distance, some are shorter by time, some avoid traffic, and some avoid tolls. We select the best route for us at that time. So it is when we construct our projects, there are a number of paths to follow, and the obvious route might not be the most efficient. Indeed there are all kinds of factors to consider when deciding how to construct the project. This includes, client constraints in the contract document, such as when information and access is available. But, then some project managers are in such a hurry to start construction that they haven’t read the project documents. Then there’s the availability of people, equipment and materials to consider – it’s pointless racing out the starting blocks with your construction if you’re going to be standing in a few weeks waiting for materials, or perhaps the equipment for your chosen construction method isn’t available.

Sometimes a new project appears similar to the last project, but is it? There are always differences, different client, different contract document, different details, different project site conditions and different weather. Don’t assume that because the project looks the same, that the same methods of construction will work as well.
It’s important then to take time to plan your project before starting, understand the existing information, the available resources, the interrelationship between structures and carefully weigh up the various options. Sure, the client may be in a hurry for construction to start, but taking some extra time at the start of the project to think through what the best solution is, will definitely save time and money later.
​
The lack of fully understanding the question or problem is demonstrated elsewhere on our projects. There’s a problem, say a machine breaks. Instead of asking why or delving deeper, the malfunction is repaired. Then it breaks again – why? Maybe the machine is unreliable, maybe it wasn’t serviced or repaired correctly, maybe the operator caused the problem because they couldn’t operate the machine properly, indeed I’ve even had operators deliberately sabotage equipment. So, you could keep repairing the item and it will break again, because the underlying cause of the fault hasn’t been fixed. Nobody understood the problem!
​
Frequently, we rush to answer a client’s question, a question from an employee or a question from a manager, but in our hurry to answer we haven’t actually listened to the question, or perhaps we rushed our answer (as in the above example) without considering all of the facts – so our answer is wrong, or at best insufficient. Don’t think you know what the question is, rather listen to it properly, then consider an appropriate answer.

​In construction we’re often rushed, stressed and under pressure. There are regularly arguments, claims and counterclaims, many leading to disputes. Some of these are a result of misunderstandings and poor communication caused by one party misinterpreting what the other party said or wanted. Sometimes somebody assumed something or jumped to conclusions. Some of these issues can be avoided if we just take the time to listen, ensuring that we properly understand the other party and provide a logical well thought through reply. Of course it works the other way, and frequently we should check that the other party has understood us correctly.

​Contractors are notorious for not reading project documents when they price the project. They often make the wrong assumptions. They jump to conclusions about what work they will execute and what others are responsible for. They assume more difficult or risky conditions than will be encountered, or hope that everything will be easy. Sometimes contractors win projects with stupidly cheap prices which they’ve calculated based on the wrong information or because they didn’t allow for some work. Other times contractor’s prices are far too high because they’ve assumed items are part of their scope which weren’t.

Learn to listen. Don’t be too quick to jump to conclusions. Make sure you understand the issue before drawing a conclusion or deciding on a course of action. Don’t make the wrong assumptions. If you don’t understand something ask. Don’t insert words, names or interpretations into a comment, letter or document – only read or listen to what’s actually said.

Did you get the answer correct to the title question? If so well done – you’re obviously a good listener who doesn’t easily jump to conclusions. I’m sure your projects benefit from your clear thinking and calm, logical approach.

Do you regularly interrupt people and assume you know what they want to say? Have you incorrectly assumed something, then been embarrassed when you found your assumption was incorrect?
​
*The test was demonstrated in the BBC series Brain Games

​This article is adapted from information in the author’s popular books: 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books.
Paul has recently published 'Construction Management: From Project Concept to completion'.
Paul's new book: 'Build and Renovate Your Home With Your Eyes Wide Open' is for those with little construction experience who want to build or renovate a house. It's filled with tips and suggestions to help you on your way, ensuring you avoid the pitfalls of home construction projects.
These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website. 
Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.
Please like and share this article.
​© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

Contractors literally have one opportunity to convince the client of the legitimacy of their variation claim so it's important to get your claim right. Watch the video for more.

During the 2007-2009 recession the tech bubble blew up and the US housing market collapsed.  The construction industry was badly affected by the crisis as was the construction industry in many parts of the World. The effect was so adverse that the industry struggled to get back to its pre-recession feet even after the market recovered.

During its struggle, the construction industry underwent many transitions. It introduced new tools and machines, developed efficient planning, new construction methods and executional techniques in order to decrease cost and increase quality and efficiency.
 
Starting from $788 Billion in 2011, it has covered a lot of ground in terms of growth and value and has been growing at a steady pace ever since. It has now grown up to $1.37 trillion in 2019 and is estimated to hit the $1.5 trillion mark earliest by 2022.
 
There is, however, one aspect of the construction industry that still needs improvements: workforce management. The construction industry could increase its workforce efficiency and reduce overhead costs by simply transitioning from paper-based workflows to modern-day workforce management solutions.
 
Workforce management solutions are typically applications that run on mobile devices. They streamline workflows and solve basic management issues. Avoiding proxies, automating clock-in and clock-out, collecting field data, dispatching jobs in real time, and calculating of HOS are some of the features that come with workforce management solutions.
 
With so many moving pieces in any business, a strong workforce system will allow you to track and manage a wide variety of schedule and payroll related tasks. Not only does this simplify record keeping, but it also allows you to locate workers in the field and will save time by allowing the system to process this information for you.
 
These systems help you map out processes, monitor progress and resource allocation, streamline work and cut down on in-person meetings and email chains taking a considerable amount of load off managers and employees.
 
Today’s modern age has an increasing demand for workforce management system software. This need reflects the increase in size and complexity of management systems and the increasingly competitive marketplace that demands faster service and more efficient internal processes. In response to this growing reliance on software solutions these are several features you need to look for in an app-based workforce management solution before deciding the best solution for your business:

• Ending the hassle of paperwork: Mobile forms should provide you the freedom to upload pre-created forms and transfer the stacks of papers like; contracts, evaluations, contact information, etc. onto a digital screen.
• Saves time: Software application must enable the mobile device to capture data like signatures, custom forms, perform QR or barcode scans, save pictures, and notes. Also, help you assign jobs and tasks to your workforce in real-time, thus, cutting down time needed for task completion.
• Help you handle unforeseen circumstances: Features like GPS location tagged messaging, photo capture, forms with QR etc. can supplement any situation that requires immediate attention or assistance on the job.
• Provides real-time notifications: The app should trigger alerts based on triggers/logics like late arrival and early departure, not-punched-in or app turned off etc. in real-time helping you to make decisions faster and easier.

 
Conclusion
There are many innovative and new software solutions in the market to help contractors. It’s important to understand the various systems, investigate their many features, know how the systems can integrate with your existing systems, business practices, software and the future needs of your company, and recognize the benefits as well as the potential downsides.

​This Post is supplied by John Cunningham, Director of Marketing & Sales at Abaqus Inc. A seasoned full stack marketer and team leader.
myGeoTracking helps businesses better manage mobile workforce and field operations with tools such as real-time location, GPS time and attendance, geofence visit logs, Lone worker safety, Mobile forms and more! The platform features powerful rules engine and integrates with popular back-end CRM, HRMS, and Payroll systems to automate day-to-day operations.

​Usually clients have to be notified by the contractor of a variation claim within a specified time. Failure to submit claims timeously could mean that they're rejected. Watch the video for more.

​Contractors face financial risks on every corner, and unquestioning contractors can quickly find that their pockets have been picked, and their hard work and efforts have been turned to nothing by unscrupulous people. Contractors need to be wise to these tricks and have systems in place to protect themselves.

Who could be stealing from your company?

1. Employees. Employees can steal from us in many different ways:
   1. They steal time – arrive late, have extended lunch breaks, leave early, and even call in sick when they aren’t. If everyone on your project starts work 5 minutes late, take an extra 5 minutes on each side of their rest breaks and leave 5 minutes early you could be paying 30 minutes or more per person every day. It can add up quickly!
   2. They use company resources for private use. This could include the company vehicle and cell phone. But sometimes it’s more blatant and they use company tools and equipment after hours, sometimes even renting it out to friends and pocketing the money.
   3. They steal materials. From office supplies to timber, paint, and adhesives, it may seem minor but quickly adds up. Some employees are even more blatant about arriving in vehicles after hours to take stuff. In the retail industry, the biggest cause of shrinkage (what retailers call theft of merchandise) is from employees and not from the public shoplifting.
   4. They falsify travel and petty cash claims.
2. Management
   1. Use company resources to do private work. I’m sure there are many homes that have been built with company resources that the individual never paid a cent for! I certainly know some.
   2. Pay subcontractors and suppliers through the company, for work that was done in their private house.
   3. Use subcontractors or suppliers who happen to be their friends, but who weren’t the cheapest or the best for the project. In extreme cases, they may even have a share in the subcontractor or supplier business.
   4. Accept bribes from subcontractors and suppliers to award them contracts, to accept substandard work, or to pay bogus invoices.
3. Suppliers
   1. Double invoice for materials.
   2. Don’t provide the correct quantities as per the delivery notes. This is often the case with suppliers of building sand and gravel. Who checks that the quantity on the truck is what’s on the delivery docket? I know when we checked, we often caught suppliers short delivering.
   3. Deliver damaged or defective materials or equipment.
4. Subcontractors
   1. Invoice for work that hasn’t been completed.
   2. Deliver substandard work.
   3. Lodge spurious variation claims.
5. Customers/clients.
   1. Don’t pay contractors.
   2. Pay contractors late. Why should you be your client’s bank? They are earning interest from your money – money that you need to pay employees, suppliers, and subcontractors.
   3. Back-charge for items they shouldn’t.
   4. Refuse to pay variation claims which the contractor is entitled to.
   5. Request changes, but don’t issue written instructions, then argue they don’t need to pay for the item.
6. Authorities
   1. May retain deposits because they claim the contractor damaged infrastructures, such as roads and curbs.
   2. In the worst case may even expect bribes to process documentation.
7. The public
   1. Steal equipment and materials from construction projects.
   2. Engage in cybercrime which could include ransom malware.
   3. Submit bogus claims for damages, even injuries, which they claim were as a result of construction activities.

​Theft results in:

1. The immediate loss of the item.
2. Work could be interrupted because equipment or material was stolen. This results in costs of people and equipment standing.
3. Money stolen could have been used to invest in the company. To purchase new equipment and to grow the company.
4. Money stolen may have been used to pay off loans, so you now have the cost of additional bank interest.
5. Thieves often damage other items which have to be repaired.
6. The cost to investigate the theft.

Don’t let your hard earned cash disappear out the door. There are steps that you can put in place.

1. Set the right example. Our employees are always aware of what management does.
   1. If they see you having extended lunch breaks or arriving late in the morning they’ll think it’s okay for them to do the same.
   2. Don’t take materials from your projects, or if you do, then make sure that employees know that you’ve paid for them.
   3. Don’t encourage employees to steal from other contractors, or to cheat suppliers, subcontractors or clients.
   4. You’re setting up a culture of theft and employees will notice that you condone theft in some cases, therefore theft is okay, even if it’s theft from your company.
2. Enforce rules fairly and evenly.
   1. Those caught stealing must go through the full disciplinary procedures. The worst thing that can happen is you dismiss someone for stealing and then have to re-employ them because it’s found their dismissal was unfair. Don’t get carried away in the heat of the moment, rather do things properly following procedures.
   2. Never overlook an indiscretion because an employee is a good worker, or you need them. If you turn a blind eye others will follow the example. But importantly, if you’re aware somebody is stealing, there are probably other thefts they’ve been involved with that you haven’t noticed. In fact, often we tend not to suspect our best workers of stealing so don’t see the obvious signs.
   3. Enforce the rules. Sometimes it seems hard work, but when you let employees slide for some items they’ll start sliding elsewhere. Whether it’s safety, quality or timekeeping, make sure that employees keep to the rules.
3. Ensure that employees understand that theft of any sort, even ‘borrowing’ equipment, is unacceptable. Make this part of every employees’ induction, even discuss it at ‘tailgate’ meetings. You don’t want anyone to say they didn’t understand the rules!
4. Put systems in place to detect and prevent theft. These include checking and reconciling materials and invoices. If employees and others know there are robust systems to detect theft they’re less likely to try and steal. Detecting theft early will enable you to take steps to prevent further theft.
5. Ensure that proper security is in place on all project sites.
6. Check that computer systems are safe from infiltration, viruses, and malware.
7. Encourage employees to look out for theft and suspicious behavior. All employees must understand that theft hurts the company, and it ultimately impacts them in that the company makes less profit, which impacts their wages and bonuses, it could prevent the company from purchasing new equipment, and in the worst case, the company could even become bankrupt.
8. Carefully research your clients. Don’t work for clients that have a reputation for paying their contractors late, or even not at all. Nobody wants to work for free.
9. ....Continue Reading......

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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In the last video I discussed why construction variation claims may be bad for both the contractor and the client. Therefore, wherever possible steps should be taken to mitigate claims. Watch the video for steps to prevent claimable events occurring.

I’m sure you’ve heard the saying ‘pay peanuts and you get monkeys’? Believe me. It’s true.
So true, that’s why it’s important that you pay market-related salaries which are fair and sustainable and which will attract the right people.
Our employees look around and compare their salary packages with what they can get elsewhere.
But, in this competitive world, it’s impossible to retain people solely by paying higher salaries than competitors. There’s always another contractor, desperate for good people, who will willingly pay a premium to entice skilled people for a particular project.
Therefore it’s imperative that quality candidates are attracted to the company and retained, for reasons other than salary.

Here are some ways you can attract good people to your construction company and construction project - and most important keep them:

1. Make individuals feel part of the business by regularly communicating with them, discussing the company’s future plans and where they’ll fit into these plans, thanking them when they’ve done a job well, and making them feel wanted.
2. People want to work for successful companies, so the company must have a good reputation and success. Success is empowering, infectious and stimulating. Everyone wants to be part of a winning team. Success is winning a new project, successfully completing a project or winning an award.
3. Mentor, train and develop people. Training our employees not only makes them more productive and knowledgeable, but employees also enjoy learning new skills and it makes them realize that the company is interested in them.
4. Promote people. Train and develop people within the company to take up senior positions. People want to see a path ahead.
5. Learn to delegate work to others. Effective delegation means you can spend more time on important duties, even enjoy some free time. Effective delegation means that employees learn new things and take on more responsibility. They feel more trusted. Even more important.
6. Make sure that employees have time-off work and don’t work extended hours and weekends. People need to spend time with their family.
7. Ensure the company can meet the person’s expectations and aspirations. Companies can’t satisfy everyone’s needs or desires, but try to understand a person’s aspirations and know that you can satisfy them before employing them.
8. Always be fair and consistent in your treatment of employees. Of course, being fair and consistent doesn’t mean acting leniently. It simply means applying the rules.

It’s often the little things that attract people. Good people attract good people. People want to work for people who are knowledgeable and experienced, where they can learn.

​Contractors assume that claims will be lucrative and that they’ll more than recover the cost and time of the delay. But this isn't always the case and there are downsides to claims as well. Watch the video for more.

​Information in this video is from the author's easy to read books: 'Construction Claims: A Short Guide for Contractors' and 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide'. All available from Amazon in paper or ebook.
Next week watch video 18 - How to avoid variation claims or mitigate their impact.
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There are numerous factors that can build or destroy a contractor's reputation. These include:

1. Being proactive – clients want to work with contractors who are proactive, anticipating potential problems and solving them before they occur.
2. Be responsive – don’t ignore the client’s complaints. Clients can be demanding, making changes to the project and construction schedule, but try and be accommodating. Being responsive also means returning the client’s phone messages, making yourself available for meetings, responding to queries promptly and submitting prices and revised schedules on time.
3. Be fair – this doesn’t mean that you shouldn’t charge for additional work or variations, but rather don’t take advantage of the client and charge excessively for these additions.
4. Work safely – it’s essential that you take safety seriously. I’ve known contractors being barred from working for clients because of a poor safety record.
5. Deliver a quality construction project – poor quality costs money to fix and it also destroys reputation.
6. Act professionally – always be professional and courteous in your dealings with your client. It’s easy to say things in the heat of the moment which could upset clients. Some clients can be unforgiving and bear a grudge for years, jeopardising the chances of winning further construction work from them.
7. Deliver your construction projects on time –  clients will often pay a premium to employ contractors they know will deliver their construction project on time. For many clients time is money.
8. Don’t over promise and under deliver – it’s usually better to under-promise and over-deliver. The client is then pleasantly surprised when the task is delivered ahead of time. Of course the client’s not going to accept dates which are clearly extended further than they should be.
9. Sort mistakes quickly and with minimal fuss – mistakes will happen, sort them out. Admit when you or your employees have made a mistake, tell the client how you will rectify the problem, then fix it.
10. Use reliable construction equipment – equipment that breaks down slows the project and it gives clients a poor impression of the contractor. Construction vehicles and equipment in good repair and newly painted can be a good advert for the contractor, especially when the company’s logo is clearly displayed.
11. Be honest – the company and its personnel must be honest. This is more than just not over-charging the client. It’s about conducting yourself and the business beyond reproach and not cheating others.
12. Meet the client’s expectations – this means you should understand what these are, then ensure that they are reasonable and that you can deliver on them. If the client has expectations you can’t meet, then turn the project down – a disappointed client can do immense harm to a contractor - even when it's not the contractor's fault.
13. Provide after completion service – unfortunately a construction project doesn’t always end when you hand the keys to the client. Most construction contracts have a warranty period during which the contractor is responsible for repairing defects due to their defective workmanship.
14. Behaviour of employees – poor behaviour in public creates a bad impression for potential customers. Clients have telephoned me to complain that the driver of a company vehicle wasn’t obeying the road rules, or was behaving badly or littering.
15. Avoid bad publicity – unfortunately news reporters are quick to focus on negative incidents and rumours. Accidents, industrial relations incidents, environmental problems and rumours of impropriety quickly turn into news headlines. Always be mindful of how events can create bad publicity.  ​

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Extension of time and variation claims require supporting documentation. Failure to submit documents that support your claims could mean that the client rejects the claim. Watch the video for more.

Some people love using certain phrases, or have stock answers to questions and comments. These phrases are often used with little thought – just an excuse to do nothing, a meaningless answer, or a go-to phrase.
Here are a few phrases I hate hearing on construction projects. I’m sure you have phrases that you dislike?
1.“He is useless” (or maybe she).
/ Frequently used to complain about someone, or even used as an excuse for a failure on the construction project (blaming someone else for the failure).
= Well why is that person still working here if they are useless? What have you done about it? Have you told them where they need to improve? Have you provided adequate training?
2. “Don’t bring me problems, bring me solutions”. (or, “there’s no such thing as a problem, there’s only a solution”.)
/ This comes after asking the boss for help!
= If I had a solution I wouldn’t have asked for help! If there wasn’t a problem I wouldn’t need a solution. Let’s not play semantics, either you can help or you can’t. Personally, I’d rather someone brought a problem (or potential problem) to my attention and asked for help before it got out of hand. Sure we expect people to solve simple problems, we may expect managers to have thought of possible solutions, but surely we’ve employed people that we know we can trust to solve most everyday problems on their own, only bringing us problems when they need our help?
3. “We have always done it like this” (or; “we always do it like that”).
​/ In reply to a suggestion on doing something differently, maybe a different construction method or using alternative construction material. Frequently used as an excuse not to embrace new construction technology.
= Change is often good. There are often new and innovative ways of doing things, new construction techniques. Maybe the way you have always done things is the best, but you don’t know until you have considered the alternative construction solutions and methods.
4. "I’ll do it/that” – and it doesn’t get done.
/ In reply when you ask somebody to do something, to carry out a task.
= Don’t you hate it when people say they’ll do something and then don’t do it? If you don’t want to quote for the construction project then tell me, don’t keep me hanging expecting a price. If you’re not going to do something I asked you to do, tell me, then I can make alternative arrangements.
5. “No one will notice” (or; “It doesn’t matter, no one will notice”).
/ Often said as an excuse for poor quality construction work.
= Well I noticed! Hey, take pride in your work. Anyway, I can recall countless times someone has said that, then at the end of the day someone has noticed. If there’s a problem fix it, it usually costs a whole lot more to fix the problem at the end of the project when the client puts in on the snag or punch list, than it does to correct it now.
6. “Those are the rules” (or, “that’s what the boss wants”).
/ Usually said in defence of a request, or a refusal to do something. Often a justification for being obstinate or unhelpful (maybe even lazy).
= Some people love to hide behind rules, or other people. Sure rules are important, but it’s equally important to ensure that the rules are fair and applied in a fair manner. Also, are those really the rules, or are you just clutching at an excuse?
7. “Fix it or you are out/fired/dismissed.”
/ Frequently used when a construction project is losing money.
= Sure, threats are going to work? When there’s a problem, employees need to stay motivated, they require help and support. Threats are demoralising and seldom yield the desired result. Sure, sometimes the person has goofed up, they’ve caused the problem, they may need to be reprimanded, but, it’s usually far more important to get the problem fixed properly first.
8. “So and so, or company X, is worse than us.” Or, “we are better than company X”.
/ This in response to a criticism, or a suggestion on how thing should be done better.
= Why can’t we do things right, as they should be? Why should it be correct just because someone else is worse than us? Why do we measure ourselves against the worst construction company or an ordinary construction project, when in fact we should be striving to be the best?
9. “We don’t have time (or, money) for training.” (Or,” if we train them, improving their qualifications, they’re going to want a higher salary,” or, “they will leave the company if we train them”.)
​/ Usually in reply to a request to attend a training course, or an excuse for having poorly skilled construction workers.
= Companies always have an excuse why they don’t train people. But improving our team’s skills benefits the company and motivates workers. A skilled team will yield results – I’ve always got huge benefits from improving the skills of my team. There will never be time for training unless we make the time. There will never be money for training unless we budget for it.
10. “Safety is a waste of time and/or money”. (Or, “we don’t have time for safety”.)
/ Used as an excuse for poor safety practices on construction projects.
= Safety does not have to cost additional time and money, in fact good safety practices saves time and money. But anyway, is a person’s limb, eye, or life more important than time or money? We owe it to our employees to ensure they return home safely at the end of every day.

Conclusion
Think before you use some of these phrases. Are you being helpful? How do these phrases make you feel?
What phrases do you hate in construction?

​Any instruction of a contractual nature, which changes details and specifications, or which could cause a delay or additional costs must be in writing. 

Information in this video is from the author's easy to read books: 'Construction Claims: A Short Guide for Contractors' and 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide'. All available from Amazon in paper or ebook.
Next week watch video 16 - Supporting documents required to ensure your variation claim is successful.
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​2018, where did it go so fast? The last few years have been tough for many. Some of you will look back on 2018 and curse the gods of construction that were against you, subcontractors that let you down, the weather, politicians, uncooperative clients, competitors that undercut your prices, employees, the economy, in fact usually everybody and anyone. But this serves little purpose.

The end of the year is a time to contemplate the past year and consider the coming year. It’s that time of year when many make New Year’s resolutions. These include; getting fit, losing weight, stopping smoking, drinking less, taking up a new hobby, managing stress, changing jobs and spending more time with the family. Unfortunately, few successfully keep these resolutions because they’re often poorly thought through, spur of the moment decisions (sometimes made after a few drinks), or because they just seemed like the right thing to say and do. There’s no plan on how to go about keeping the resolution. So other than providing some optimism and a brief feeling of good, they often achieve little.

What will you be wishing for in 2019? No doubt you are wishing for company growth, increased profits, successful projects, a developing career, more family time, good health, less stress and a year with few problems. But have you really thought how you’ll achieve these aims? Do you have a plan? How will you make 2019 better than 2018?
​
Before you get totally immersed in the hassles, problems and work in the New Year, take some time to consider things you could improve in your company, your projects and your everyday life. Why not put some New Year’s resolutions in place, and keep them.

Don’t let another year go past without making a few necessary changes. Before we know it 2019 will be half gone! Take action now on just a few of these points and you’ll certainly be able to look back at the end of 2019 with a sense of achievement.
Write down the resolutions you want to implement. Include a short plan on how you’ll tackle them. Then, don’t forget to monitor progress through the year.

Make this year a new beginning. Don’t let this become another forgotten New Year’s resolution! You can make the difference with some planning and a little effort.

How do you plan to transform your company, your construction projects and your career this year? Please share your thoughts.
If you put some of these ideas into practice please don’t forget to give us feedback on how they helped you.
Wishing you an inspired, happy, healthy and successful 2019. Thank you for your continued support.
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The Construction Contract Document - all the rules of the project.
​Regrettably many contractors only read the contract document when there’s a claimable event or when they’re in trouble. Often by then it’s too late!
What does your contract document say?

​Information in this video is from the author's easy to read books: 'Construction Claims: A Short Guide for Contractors' and 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide'. All available from Amazon in paper or ebook.

Contractors are usually quick to submit variation claims to the client asking for additional time and/or money. These construction claims are a result of changes and additions that the client has made to the construction works, or because the project conditions which could have been expected on the project are different (more adverse) than those actually encountered.
But, sometimes the client makes changes, or there are other events, which could shorten the time the contractor takes to complete the project, or which reduces the contractor’s costs. Very few contractors voluntarily offer to provide a negative variation to the client - one which reduces the project cost or the time to complete the project. Should the client request a price or time reduction this is often met with indignation by the contractor.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
Please share this post
To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you