WHY DO YOU USE SUBCONTRACTORS?

People who work together will win. This quote of Vince Lombardi's applies to every sport, every industry, and every relationship. But nowhere is its message more important than in the complex and demanding world of construction. Like most challenges in life, the success or failure of a construction project usually comes down to people. And while there are many important players on the team, the general contractor and subcontractors are on the front line. When they work well together, the result is often a successful project. When they do not, everyone loses. What does working together mean to subcontractors and general contractors? What do they need from each other to have a win-win relationship? We tapped the opinions and insights of some seasoned construction professionals, from Knutson and our valued subcontractor partners, to answer this question. Part I of this two-part series focuses on five areas that subcontractors believe are critical to forming a winning relationship with general contractors. Part II addresses what general contractors need from subcontractors.

Fairness Is Foremost

At the top of the list, a winning relationship requires fairness. Fairness is essential to subcontractors (Subs) throughout all phases of the relationship with general contractors (GCs).

During the bidding process, Subs want GCs to ask for their participation only when they truly have a chance to get the job. GCs who exercise Subs through price shopping and bid passing are not appreciated. Simply put, the best GCs dont ask for a price from a Sub when they dont plan to use them.

Fairness in scheduling Subs is also an important ingredient, explains Todd Schilling from Knutson. We have to understand and respect their workload. If there are delays on a project and they are not the cause of the delay, we have to be fair and give them enough time or forewarning about what is going to be required when they do come on the job. And if we do have a change on our project, we have to plan together regarding how the change is going to affect them and their other work. Most Subs understand that GCs often have constraints that may require a very tight schedule, but they also want it to be fair.

Fairness also involves compensation. Being paid in a timely fashion is very important to Subs, and GCs (via payments from the Owner) are the holders of the money. Like us, they have a very labor-intensive business and often need to pay their people prior to receiving any paymentwe need to respect that and avoid unnecessary delays, remarks Dan Ryan from Knutson.

Being compensated fairly for extra, substantive work that is clearly outside the scope of the project is also vital to building a winning relationship. In particular, additional work authorizations, which are done as an alternative to official change orders to keep the project moving, need to be honored by GCs because they require labor and materials that are not included in the base price.

Efficiency Is Essential

Efficiency is also crucial to a subcontractors success. The sequencing and scheduling of work by the GC lays the foundation for efficiency throughout the project. As a subcontractor, our success can be greatly influenced by how the project is put together. This means that if it is a rectangle or box, we need to start at one end and work our way from one end to the other in an efficient manner, explains Larry Heinsch from Gephart Electric. Subs needs a GC who builds the job in a logical, progressive manner and coordinates the work of the different trades, recognizing what the trades need from each other to perform their work efficiently. Thomas Panek from Minuti-Ogle believes efficiency strongly impacts workers morale. It is amazing how an efficient job flow affects people on the job. It creates momentum and gets people motivated to keep going because they feel like they are making progress.

Trust and Respect Rule

Good relationships are based on trust and respect. When trust is absent, an adversarial, win-lose attitude often develops. Bob Kaczke from Metropolitan Mechanical emphasizes that it takes time to build a trusting relationship, and gives an example of how trust works between a Sub and a GC. When we give a GC a number for either the change or the base, everybody knows thats the right number. And if we talk about scheduling and say we need this amount of time for different activities, the GC trusts that were giving him the correct information.

Breaking down the hierarchy is also important to forging a bond of mutual respect between a GC and Sub. Subs feel respected when they are treated on an equal levelas partners versus subordinates, remarks Ron Kron from Knutson. Being there to back each other up when there are issues on the job also forges bonds of trust and respect. According to Mitch Elliott from Knutson, It is a constant give and takewhen there are problems and they ask for help, they know we are not going to turn our back on them and they do the same for us.

Subs also want GCs to respect the immense personal pride they take in their work. Although they are not typically the ones to win the big awards, many owners and designers appreciate that one of the most impressive things about a finished building project is often the work of the subcontractors, who are true craftsmen.

Teamwork Thrives

Trust and respect are more likely to exist when there is a solid team approach. Subs sometimes feel they are perceived as commodities, but believe they can add significant value to a project if they are treated as part of the team. What does a team approach mean to subcontractors?

It starts with planning. A win-win relationship develops when Subs have the opportunity at the beginning, before the schedule is developed or finalized, to offer their two cents on how they would like to see the project progress, how much time they need, and what the dependencies are. They realize that the GC has constraints to deal with and cannot always get what they ask for, but Subs would like their input to be considered and incorporated into the plan when possible. Teamwork early on also helps foster a sense of ownership among Subs that can pay long-term dividends on difficult projects. Bob Kaczke suggests, Even in a hard-bid situation, Subs want to be involved up front. While there might not be a lot of flexibility in the schedule or approach, they will take more ownership of the challenges if they sit down together at the beginning and work on them with the GC.

Great teamwork requires breaking down walls. Sometimes project teams are viewed as a hierarchy with the owner and architect at the top making all the decisions. But when there is open communication among all members of the team, regardless of their role or position, the best ideas and solutions often surface. Egos need to be checked at the door. We are all equal players and all bring a unique expertise to the table. But even though it is your area of expertise, you do not always have 100 percent of the answers, according to Matt Westegard from Hanson Spancrete.

Teamwork is also evident when the GC shows his support of a Sub as issues or conflicts arise during the project, especially when there are differences of opinion with the architect or owner. Subs want to view the GC as their teammate and want to be supported in asserting their position and getting an adequate resolution. They feel that some GCs are focused only on what the owner or architect wants.

Of course, winning teams not only have superb talent but great leadership. Although every Sub needs to play a leadership role at different times, the GCs superintendent is the day-to-day quarterback. Subs believe that the superintendent needs to see the big picture, but also get his hands dirty and be aware of each and every piece of the puzzle. Subs appreciate the critical role that the superintendent plays in the equationhe needs to be visionary, coach, cheerleader, arbitrator, safety director, politician, salesman, and negotiator.

Communication Is Constant

Like the coach of a team, the GCs role is to make sure that everyone knows the game plan, everyone knows their role, and everyone is in sync. How do Subs define good communication?

It starts with clarity. Clear expectations are fundamental to a successful construction project, beginning at the bidding stage. The GC needs to provide all the critical information and communication from the design team and the owner as to what is expected. This allows the Sub to anticipate the challenges and know what and how to deliver. Subs want the GC to clarify the scope and services he requires. What services is the GC going to provide and what do they want the Subs to providea lull to transport materials, a lift to transport the Subs workforce and materials up and down in the building, dumpsters, temporary power for the office trailers, a tower crane? The best GCs are meticulous about clarifying these kinds of details so there are no surprises or misunderstandings down the line.

Beyond the bidding stage, communication remains paramount. As Matt Westegard suggests, I think most often where things begin to become unraveled is when the communication stops. We are in a very physical industry, but if we dont pay attention to communication the whole team gets dysfunctional. Subs need to be kept abreast of any developments that may affect their installationschanges in design, changes in scope, or changes in scheduling. Whether it is constructability issues, budget questions, or scheduling challenges, we need to be open with them if we expect them to help us solve problems, notes Roger Hunwardsen from Knutson.

Accuracy is an important element. Subs need to have accurate schedule information and realistic dates communicated to them by the GC. Often, GCs say they need the Sub on a certain date, but may not be adequately ready for them when they arrive. We need to be cognizant of the fact that Subs spend money and time gearing up, and may have taken resources away from some of their other projects but cannot move forward efficiently if we are not adequately ready for them, says Todd Schilling. Inaccurate information creates inefficiency.

Timely communication is also key. If Subs request information or clarification, they need a timely response from the GC to address a perceived problem and get it taken care of so everything can move forward. It is one of the worst things that can happenany kind of delay in the information back and forthto be out trying to build a job and have to work around a corner of the building because nobody can get an answer or force an answer, explains Larry Heinsch.

Relationships are never simple and there is no magic formula for success, but our experts believe that when these five areas are in place, Subs are likely to feel they are part of a winning team. Since winning relationships are possible only when both sides understand whats needed, the next article will focus on what general contractors need from subcontractors.

What does working together mean to subcontractors (Subs) and general contractors (GCs)? What do they need from each other so that both benefit from the relationship? We interviewed numerous individuals on both sides of the Sub/GC relationship to gain insight into the elements that contribute to successful construction projects. The first article focused on what Subs want from the GCs they work with. In Part II, we address what Knutson, as a GC, looks for from its working relationships with Subs.

Perspective: Owner Needs Come First

Subcontractors often ask Knutson what is required to get on our list of preferred contractors. While there is no hard copy of such a list, we recognize that our clients consider our Subs as an extension of Knutson Construction Services. Satisfying owners is critical, and means that we need to bring in Subs we can trust to do the job needed, provide information that we can count on, and contribute to the team.

To be a successful GC, Knutson must build the right team of experts on any given project. “We are literally a coordinator and assembler of Subs,” explains Knutson chief estimator Dan Ryan. When Knutson takes on a job as general contractor, we assume responsibility for completing a job on time, on budget, and within the owner’s parameters. But successful projects require many parties to work together. Simply stated, Knutson counts on Subs to help us achieve our objectives, and we appreciate working with Subs that understand this perspective.

Reliability: The Bottom Line

Because the GC/Sub relationship is so crucial to our success, we must feel confident that we can rely on the Subs we choose. Since reliability is a bottom line issue for us, we often turn to Subs with whom we have already built a good working relationship. “Everyone is working to please the owners of a building project, and most owners can sense when there are good relationships with Subs,” explains Knutson’s superintendent Ron Kron. “These relationships lead to better outcomes for all parties and opportunities for future projects.”

But reliability in a Sub means more than showing up for work as scheduled. Ryan says: “Knutson needs to be able to trust their pricing, especially on change orders. We also need them to give us accurate assessments of a particular situation, rather than telling us what they think we’ll want to hear.” Adds Todd Schilling, Knutson VP of Operations: “We may not like the answer, but if the response is truthful, we want it and need it.”

Reliability becomes especially important when delays creep into a construction schedule. When problems confront a project, Ryan says, Knutson needs solution-oriented subcontractors who will help to evaluate the situation, think through the problems causing a delay and to consider: “How should we fix it?”

Cooperation: Critical to Any Job

GCs and Subs rely on each other from the day they bid on a job together. Success requires that both parties deliver on their promises. “When we take on a job, we have to work closely together with our Subs until it’s completed, says Knutson superintendent Mitch Elliott. "It’s important that we not try to beat each other up in the process."  Adds project manager Roger Hunwardsen: “We can’t afford to make our jobs more difficult."

To Knutson, cooperation also means hiring Subs that will contribute ideas for improvement, even when the ideas don’t specifically affect their area of the project. “There are many efficiencies in cooperation,” explains Elliot. But Subs must believe that Knutson is open to those ideas, that we will consider them, and that we won’t undermine them by taking credit. “Confidence in that relationship benefits all involved parties,” adds Ryan.

Knutson seeks subcontractors who can become involved early enough in the process for the entire team to benefit from their expertise. “We like to believe in our Subs enough to get them involved early in the process,” says Schilling. “We can count on them when a job is on the line, and even when it isn’t.”

Partnership: The Best GC/Sub Relationship

Beyond past experience with a Sub, Knutson looks for relationships that can evolve into virtual partnerships. In the ideal partnership, Subs and GCs avoid doing anything that will hurt the other party and look out for each other’s welfare. According to Kron: “When there is a difficult task to accomplish, we try to work out a plan among everyone involved so that somebody is not getting stepped on. Sometimes there’s not a clear path to follow. In these situations, we expect everyone—ourselves included, to bear a little bit of the pain.”

Partnership, Schilling stressed, is the responsibility of both parties. “Our Subs need Knutson to provide them with accurate scheduling information, to keep in communication about changes and delays, and to compensate them fairly and in a timely manner.” In return, Knutson expects Subs to honor their commitments, take initiative on their jobs, provide realistic input about the scope of the project, and be solution-oriented along the way.

Knutson understands that both sides must contribute to a healthy relationship based on trust. “It requires a lot of give and take, emphasizes Elliott.” Everyone benefits from this partner-oriented connection, adds Schilling. “We have some Subs that we prefer to work with, and hopefully many of them have GCs that they prefer to work with as well.”

What does working together mean to subcontractors (Subs) and general contractors (GCs)? What do they need from each other so that both benefit from the relationship? We interviewed numerous individuals on both sides of the Sub/GC relationship to gain insight into the elements that contribute to successful construction projects. The first article focused on what Subs want from the GCs they work with. In Part II, we address what Knutson, as a GC, looks for from its working relationships with Subs.

Perspective: Owner Needs Come First

Subcontractors often ask PDQ what is required to get on our list of preferred contractors. While there is no hard copy of such a list, we recognize that our clients consider our Subs as an extension of PDQ ASSEMBLY & INTERIOR DESIGN. Satisfying owners is critical, and means that we need to bring in Subs we can trust to do the job needed, provide information that we can count on, and contribute to the team.

To be a successful GC, Knutson must build the right team of experts on any given project. “We are literally a coordinator and assembler of Subs,” explains Knutson chief estimator Dan Ryan. When Knutson takes on a job as general contractor, we assume responsibility for completing a job on time, on budget, and within the owner’s parameters. But successful projects require many parties to work together. Simply stated, Knutson counts on Subs to help us achieve our objectives, and we appreciate working with Subs that understand this perspective.

Reliability: The Bottom Line

Because the GC/Sub relationship is so crucial to our success, we must feel confident that we can rely on the Subs we choose. Since reliability is a bottom line issue for us, we often turn to Subs with whom we have already built a good working relationship. “Everyone is working to please the owners of a building project, and most owners can sense when there are good relationships with Subs,” explains Knutson’s superintendent Ron Kron. “These relationships lead to better outcomes for all parties and opportunities for future projects.”

But reliability in a Sub means more than showing up for work as scheduled. Ryan says: “Knutson needs to be able to trust their pricing, especially on change orders. We also need them to give us accurate assessments of a particular situation, rather than telling us what they think we’ll want to hear.” Adds Todd Schilling, Knutson VP of Operations: “We may not like the answer, but if the response is truthful, we want it and need it.”

Reliability becomes especially important when delays creep into a construction schedule. When problems confront a project, Ryan says, Knutson needs solution-oriented subcontractors who will help to evaluate the situation, think through the problems causing a delay and to consider: “How should we fix it?”

Cooperation: Critical to Any Job
GCs and Subs rely on each other from the day they bid on a job together. Success requires that both parties deliver on their promises. “When we take on a job, we have to work closely together with our Subs until it’s completed, says Knutson superintendent Mitch Elliott. "It’s important that we not try to beat each other up in the process."  Adds project manager Roger Hunwardsen: “We can’t afford to make our jobs more difficult."

To Knutson, cooperation also means hiring Subs that will contribute ideas for improvement, even when the ideas don’t specifically affect their area of the project. “There are many efficiencies in cooperation,” explains Elliot. But Subs must believe that Knutson is open to those ideas, that we will consider them, and that we won’t undermine them by taking credit. “Confidence in that relationship benefits all involved parties,” adds Ryan.

Knutson seeks subcontractors who can become involved early enough in the process for the entire team to benefit from their expertise. “We like to believe in our Subs enough to get them involved early in the process,” says Schilling. “We can count on them when a job is on the line, and even when it isn’t.”

Partnership: The Best GC/Sub Relationship
Beyond past experience with a Sub, Knutson looks for relationships that can evolve into virtual partnerships. In the ideal partnership, Subs and GCs avoid doing anything that will hurt the other party and look out for each other’s welfare. According to Kron: “When there is a difficult task to accomplish, we try to work out a plan among everyone involved so that somebody is not getting stepped on. Sometimes there’s not a clear path to follow. In these situations, we expect everyone—ourselves included, to bear a little bit of the pain.”

Partnership, Schilling stressed, is the responsibility of both parties. “Our Subs need Knutson to provide them with accurate scheduling information, to keep in communication about changes and delays, and to compensate them fairly and in a timely manner.” In return, Knutson expects Subs to honor their commitments, take initiative on their jobs, provide realistic input about the scope of the project, and be solution-oriented along the way.

Knutson understands that both sides must contribute to a healthy relationship based on trust. “It requires a lot of give and take, emphasizes Elliott.” Everyone benefits from this partner-oriented connection, adds Schilling. “We have some Subs that we prefer to work with, and hopefully many of them have GCs that they prefer to work with as well.”

What does working together mean to subcontractors (Subs) and general contractors (GCs)? What do they need from each other so that both benefit from the relationship? We interviewed numerous individuals on both sides of the Sub/GC relationship to gain insight into the elements that contribute to successful construction projects. The first article focused on what Subs want from the GCs they work with. In Part II, we address what Knutson, as a GC, looks for from its working relationships with Subs.

Perspective: Owner Needs Come First
Subcontractors often ask Knutson what is required to get on our list of preferred contractors. While there is no hard copy of such a list, we recognize that our clients consider our Subs as an extension of Knutson Construction Services. Satisfying owners is critical, and means that we need to bring in Subs we can trust to do the job needed, provide information that we can count on, and contribute to the team.

To be a successful GC, Knutson must build the right team of experts on any given project. “We are literally a coordinator and assembler of Subs,” explains Knutson chief estimator Dan Ryan. When Knutson takes on a job as general contractor, we assume responsibility for completing a job on time, on budget, and within the owner’s parameters. But successful projects require many parties to work together. Simply stated, Knutson counts on Subs to help us achieve our objectives, and we appreciate working with Subs that understand this perspective.

Reliability: The Bottom Line
Because the GC/Sub relationship is so crucial to our success, we must feel confident that we can rely on the Subs we choose. Since reliability is a bottom line issue for us, we often turn to Subs with whom we have already built a good working relationship. “Everyone is working to please the owners of a building project, and most owners can sense when there are good relationships with Subs,” explains Knutson’s superintendent Ron Kron. “These relationships lead to better outcomes for all parties and opportunities for future projects.”

But reliability in a Sub means more than showing up for work as scheduled. Ryan says: “Knutson needs to be able to trust their pricing, especially on change orders. We also need them to give us accurate assessments of a particular situation, rather than telling us what they think we’ll want to hear.” Adds Todd Schilling, Knutson VP of Operations: “We may not like the answer, but if the response is truthful, we want it and need it.”

Reliability becomes especially important when delays creep into a construction schedule. When problems confront a project, Ryan says, Knutson needs solution-oriented subcontractors who will help to evaluate the situation, think through the problems causing a delay and to consider: “How should we fix it?”

Cooperation: Critical to Any Job
GCs and Subs rely on each other from the day they bid on a job together. Success requires that both parties deliver on their promises. “When we take on a job, we have to work closely together with our Subs until it’s completed, says Knutson superintendent Mitch Elliott. "It’s important that we not try to beat each other up in the process."  Adds project manager Roger Hunwardsen: “We can’t afford to make our jobs more difficult."

To Knutson, cooperation also means hiring Subs that will contribute ideas for improvement, even when the ideas don’t specifically affect their area of the project. “There are many efficiencies in cooperation,” explains Elliot. But Subs must believe that Knutson is open to those ideas, that we will consider them, and that we won’t undermine them by taking credit. “Confidence in that relationship benefits all involved parties,” adds Ryan.

Knutson seeks subcontractors who can become involved early enough in the process for the entire team to benefit from their expertise. “We like to believe in our Subs enough to get them involved early in the process,” says Schilling. “We can count on them when a job is on the line, and even when it isn’t.”

Partnership: The Best GC/Sub Relationship
Beyond past experience with a Sub, Knutson looks for relationships that can evolve into virtual partnerships. In the ideal partnership, Subs and GCs avoid doing anything that will hurt the other party and look out for each other’s welfare. According to Kron: “When there is a difficult task to accomplish, we try to work out a plan among everyone involved so that somebody is not getting stepped on. Sometimes there’s not a clear path to follow. In these situations, we expect everyone—ourselves included, to bear a little bit of the pain.”

Partnership, Schilling stressed, is the responsibility of both parties. “Our Subs need Knutson to provide them with accurate scheduling information, to keep in communication about changes and delays, and to compensate them fairly and in a timely manner.” In return, Knutson expects Subs to honor their commitments, take initiative on their jobs, provide realistic input about the scope of the project, and be solution-oriented along the way.

Knutson understands that both sides must contribute to a healthy relationship based on trust. “It requires a lot of give and take, emphasizes Elliott.” Everyone benefits from this partner-oriented connection, adds Schilling. “We have some Subs that we prefer to work with, and hopefully many of them have GCs that they prefer to work with as well.”

General Contractors & Handyman Specialist

For over five years New York City has relied on PDQ (Pretty Damn Quick) General Contracting & Design, LLC to provide all types of work using only the very best subcontractors who remodel kitchens,bathrooms,tiling,painting,bedrooms,garages,electricians,basements,demolition,power washing,siding,winow replaceent,doors,soffits,molding,wainscoating,flooring,roofing, and all other specialty services we faileed to mention. We pride ourselves in our ability to hire the very best subcontractors and manage all aspects of each trade from start to finish with a PROJECT MANAGER on site from daybreak to day end, for a myriad of Residential, Industrial and Commercial projects.

WHAT TYPE OF CONSTRUCTION DO YOU DO, SMALL PROJECTS TOO?
NO JOB TOO BIG OR TOO SMALL                                                                                                  

We have established long term relationships with many of New York City's premier companies, EASTCOAST DRYWALL, MANHATTAN ELECTRICAL, FLAWLESS CONSTRUCTION, CHOICE GREEN, UNIQUE GRANITE CO, PELLO GLASS and many more. The quality of our work has played the significant role in our repetitive business opportunities as well as creating long standing relationships with our customers.

Remodel Your Kitchen or Bathroom For The Best ROI!

Trying to decide which home renovation project to tackle next? To start you must decide if you are remodeling to improve an area of your home that is in need of some TLC or if you are remodeling to maximize your Return On Investment (ROI). If a specific area in your home needs TLC then your decision is straight forward. However, if all areas of your home are in decent shape and you are looking to maximize your investment in your home then your decision is a little easier.

To get the greatest return on your money, without adding additional square footage to your home, you should consider remodeling your kitchen. On average a Kitchen Remodel will yield an ROI of 80-100%! This is an amazing rate of return on any investment, but the added bonus is that as a homeowner you get to enjoy the benefits of your Kitchen Remodel until you sell your home.

Another room to consider remodeling to maximize your return on investment is your bathroom. As a side note, if you live in a home with more than two bedrooms and only one bathroom you might want to find a way to add an additional full or half bath somewhere in your home. This will dramatically increase the resale of your home. If that is not an option or you already have enough bathrooms for your home consider remodeling your current bathroom. On average bathroom remodels yield an ROI of 80-90%.

Home Renovation: ROI Questions Answered

One of the main reasons both the Kitchen and Bathroom have such a high rate of return is that most buying decisions (including home buying) are based on emotion. When homebuyers walk into a home that has a run down kitchen or bathroom all they think of is the time, money, and headaches they will need to invest to get the room up to their standards. On the flip side when homebuyers walk into a home that has a fresh updated kitchen it can get them very excited. They know they won't have to lift a finger in this room to improve it, thus they can afford to spend a little more on the purchase price of the home knowing that the kitchen is already in great shape. The same principle applies to the bathroom.

You might ask yourself why all projects don't adhere to this same principle. The answer is even though it is a sound investment to replace you roof, siding, or windows the reality is all homebuyers assume that these will be present and in decent condition. There is limited emotional value in having a new roof so homebuyers don't get too excited about it either way. The return on investment for these projects ranges from 40-50%.

So if you want toincrease the resale value of your home consider a home renovation of your kitchen or bathroom. After all, you may live in your home but don't forget, if you are like most homeowners, your home is also your largest investment. Be a savvy homeowner and treat your home as an investment.

Do you charge for estimates? No, First we start with an over-the-phone conference to determine the requirements for the project.  Then we schedule a time to meet at the site and discuss details of the project.  Some measurements are taken and then a written estimate is prepared and presented to the owner. How many estimates should I get? The majority of people would say get at least three estimates from contractors.  This works well if you have no personal experience with the contractors you have selected.  However, if a contractor is recommended by a friend and you have seen their work, one estimate may be all that is required.  If you decide to get three estimates make sure they are about 10-15% within each other.  If they are not, you should inquire as to why one would be so much higher or lower than the others. Make sure all the contractors have the same understanding of the job.  Just remember to look closely, "buyer beware." Why do prices vary on different estimates? There are many different factors to take into consideration when pricing estimates.  First make sure that the estimates have the same scope of work.  The amount of service provided by the contractor has a big effect on the cost.  If the contractor handles every detail of the project the price will probably be higher.  If the contractor has all proper forms of insurance the price will be higher than a "pick-up contractor."  Quality of work is another factor of the cost.  The customer should not have to ask for things to be re-done.  If you are still undecided call references provided by the contractor. Do you provide a warranty for your work?  Yes.  We provide a full warranty for all of our work.  Do you require a down payment before you start? NO.  Here is a word of warning to customers:  Beware of any contractor who requires a down payment.  This can mean that they have bad credit, little or no capital, or that they can not handle the job at hand.  With no down payment required a trust between the customer and the contractor is made that the project will be completed on time and within budget. What should the proposal submitted to me contain? The proposal should contain detail.  Everything from model numbers of the materials chosen to the job price should be included.  A copy of the contractor's "proof of insurance" for Workers Compensation and liability should be included also, and  most importantly a list of their references. What are some key questions to ask the contractor when they  come to see me? A few key questions to ask could be: "How long have you been in business?", "Have you ever done a project like this one, if so tell me about it?", "Do you have insurance?", "Who does the work; you, your employees, or is the project completely done by sub-contractors?"  Ask as many questions as you would like until you find a contractor that can answer all of your questions to your satisfaction. How long will the project take to complete?   It all depends on the type of construction taking place.  Remodeling projects often take longer than new construction due to the factors that are involved, including; limited access to the work area, work areas that are already fully furnished, demolition of the current finishes, daily clean up, and delivery schedule of special ordered items. How should a contractor handle problems that arise?   During any project there is bound to be a few problems that arise.  A good contractor will take care of the problem quickly and efficiently so the project can move forward. What can I do when construction is taking place? The most important thing you can do during construction is to ASK QUESTIONS.  A contractor wants to know right away if things are not right.  Remember that it is your money so feel free to ask anything you would like.  If you are getting the interior of your house remodeled make sure that the contractor has easy access to your house.  There may be times when he may need to leave and come back. Do we need to move out of our home while construction is taking place? Not usually, it all depends on how extensive the project is and which areas are being renovated.  You may be able to relocate to another area in your home while work is taking place.  Some minor inconveniences are to be expected, but we make every effort to keep a safe and comfortable atmosphere during the project at hand.  I keep hearing about change orders, what are they?   A change order is a written statement signed by the customer authorizing the contractor to do additional work not included in the original contract.  The change order should be signed before the additional work is started, but often it is not in order to keep the project moving.  The amount specified is due when the project is completed.  A change order also may be written when a contractor comes across any unforeseen damage or problem.