The key to a successful construction project is the relationship between builder, architect and client. As we all know, customer relationships are at the heart of any business. The secret of any relationship is open and clear communication and creating an environment for that process to occur. Unfortunately many contractors fail in this area because of poor initial information gathering and then poor project execution. Since construction is dynamic and full of uncertainties, all projects have problems along the way. Having systems in place to effectively deal with these problems is the key to a successful project. Understanding and meeting your own expectations is something of a challenge- the ultimate prize being a successful, well built project, that meets both budget and time lines.

One of the first steps in building a relationship with a contractor is deciding if you can work together. We will assume you have already chosen an architect. Contractor assessment is critical to evaluating your future relationship. Some of the questions you should ask are: Is the contractor financially able to fund the project? Have they ever been involved in any lawsuits? Have they been involved in similar building projects before? Do they have a clear picture of what you want and how much it may cost? Is cost the bottom line, or are they more concerned with quality? How do they want meetings run and how will the flow of information be controlled during the project? Are the plans or scope of work clear and concise? Are their expectations reasonable as to time lines and allowance items? Do they have at least three recent references from previous jobs? Do they have three references from material suppliers or sub-contractors?

These are just a few of the items that need to be considered before taking on a project with a contractor. Use your judgment and past experience and know your “bottom line”, and be willing to walk away from a contractor that just doesn’t feel right.

Once you have decided to hire a contractor, the next step is defining the scope of work. An incomplete set of construction drawings only leads to problems down the road. When confronted with incomplete drawings, I recommend outlining, with architect and contractor involved, all work and line item allowances needed to fill the gaps. Make your allowances clear as to whether or not the line item includes both labor and material. Also make sure that the area or unit of measure used to generate this allowance is included next to the allowance. That way if an item changes, you can easily see why the cost has decreased or increased.

This is the time when you should be developing a relationship of mutual respect, rapport and open communication with the contractor. This partnering is a process where key participants: (owner, architect, builder and project manager) focus on the mutual benefits to be achieved from their involvement in the project. Partnering is not a legal partnership, but simply provides a process and a structure that enables project participants to develop clear communications and solve problems as they arise.

Now that your project is ready to be built, you need to sign construction contracts. Sometimes it is worth getting an attorney involved at this stage. Many times your architect will want to use an American Institute of Architects contract. In this case I suggest having an attorney go over it and make any changes that may be necessary. At this point you should discuss liability issues and how problems will be resolved during the project. When negotiating your agreement, require the contractor to agree to nonbinding mediation before initiating arbitration or litigation. Also require the contractor to agree to nonbinding mediation provisions in contracts with other consultants and contractors. Once construction is under way make sure all your systems are in place, i.e. job binders, contact info, etc. Make sure your contractor communicates any project problems immediately. The maintenance of good project records cannot be overly emphasized. This is not only important during the project, but also after its conclusion, in case any legal action occurs. Have the contractor keep you informed on a regular basis of the projects progress, whether good or bad. Try and keep all communication simple and to the point, as this lessens the chance for inference or double meanings. When the project is coming to an end, make sure your contractor follows up on all punch list items as soon as they are brought to his or her attention. Hold some form of retention, to insure that these items are completed to your satisfaction. Do a final walk through with your architect and builder, and if all is well, pat yourself on the back, as a successful project takes hard work from all parties involved.

The New Orvis Log Homes

What? No river? Sorry, the new luxury log homes offered by Orvis don’t have a river running through them. But aside from that minor omission, they do feature just about everything else a sportsman is likely to want in a luxurious mountain retreat.

Sierra Crest Timber, a division of Mt. Lincoln Construction, is the sole local dealer of these homes produced by Rocky Mountain Log Homes of Hamilton, Montana. Each home features a dedicated Sportsman’s Room with a fly-tying area, hunting equipment storage, boot and wader dryers and plenty of space in which to care for the dogs. Available in seven models, each sold turn-key, the log homes range from 1,500 to 4,000 square feet and come customized with Orvis fixtures and decorative hardware.

Orvis customers are passionate about enjoying the outdoors and experiencing it in the authentic Orvis style. Now their experience doesn’t have to end at the front door.