Managing projects

Contractor relations

There are great benefits in cultivating a good working relationship with a contractor. To produce high-quality work, on
time and to budget, requires co-operation and an ability to manoeuvre quickly and transparently. Those who would rely
entirely on the contract to provide such capabilities are overlooking the value of the personal investment all the team has
to employ to achieve all of the goals.
There are many facets to a professional manner, and traits such as honesty, integrity and independence are often
quoted. Each surveyor has to find their own personal methods of communication, but when dealing with contractors a
firm, friendly and fair attitude usually results in a friendly, co-operative and honest response.
There are many ways in which parties to contracts can manipulate clauses or working practices to their advantage.
Developing co-operative responses yields high returns and provides a robust working relationship for all parties. Without
it, contract administrators can find themselves in a position of policing ever more stringent terms on the other side,
resulting in widespread entrenchment. While some terms have to be applied meticulously, there is always room for
intelligent negotiation. Entrenchment magnifies differences of opinion, and such differences can become ever more
difficult to overcome. When genuine mistakes and errors are made by either side, co-operation will be paramount to
finding swift and manageable solutions.
In construction terms, the focus on quality is best targeted at the person doing the work - not the intricacy of the
paperwork. Efforts should be directed to obtaining the most out of the workforce, not the most out of the contract. It
saves time and effort to talk to and listen to the craftsmen and supervisors on site, and to recognise when changes may
be necessary, and to be able to effect changes in the most cost effective way.
When negotiating changes or issuing instructions that appear to be counter-intuitive, bear in mind that operatives on site
tend to relate to the horizon of their own task. They do not have to assess project costs, manage deadlines, make
presentations or understand the bigger picture. However this does not mean that they cannot understand the bigger
picture, and sometimes it is worth explaining the broader criteria affecting your decision, rather than reaffirming your
intention without explanation. If site staff perceive that their views are valued, motivation is more likely to be retained.
An effective practice that helps to develop good relations on site is to remember names and recognise good work. It can
help, when trying to defuse difficult situations, to use a person's name, as this develops a rapport rather than conflict.
Most craftsmen are pragmatic, and generally appreciate straight talking. However, mirroring site behaviour in order to
court favour rarely succeeds, and is best avoided. The best project managers are those who absorb all points of view
and work them into the best advantage possible.
Through experience, an appreciation of the level of technical skill required to achieve some work is useful in determining
where praise is due, and how best to recognise good work. Praise can be a powerful tool if delivered to good effect, but
can be limiting if delivered in a patronising way. Take care not to praise for the sake of it. It is a useful tool for less
experienced surveyors to master, as it can be used to encourage discussion with tradesmen on site and to develop
mutual respect for each other's roles and skills.

Client/occupant relations
Managing residential defects requires unique skills, because investigations and remedial works often have to take place
while the clients are in residence. The surveyor has the additional complexity of managing a party directly affected by the
works.
The property is a home
The work undertaken directly impedes on the safe territory of the occupant, and all behaviour will be assessed and
judged in this context. Occupants are generally sensitive to perceived interruptions, the creation of dust, general building
disruption and breaches of security. When approaching a resident, it helps to show that you empathise with their
concerns and to deal professionally with key issues. Provide suggestions to show that remedies are in place in
preparation for the work. Affirm concerns by mirroring them, but provide positive ways to manage these. Phrases such
as 'Don't worry!' and 'It will be alright' do not address concerns and will not be perceived as helpful. Initial visits where
the surveyor is accompanied by a representative of the contractor may adequately demonstrate that the concerns of the
resident are heard and dealt with as a team. On larger-scale remedial works you may need to call a residents' meeting
or send out a standard letter. Standard letters should be sent out in good time and have a direct contact number where
concerns can be dealt with.
A resident will witness everything
The constant presence of a client on site can provide unique problems when managing works. This can be either an
advantage or a distraction. Provide contractors and occupants with an acceptable line of communication, to reduce
incidences of cross-communication. Deal with complaints quickly and keep all informed of progress.
A resident may have a particular requirement or concern
Plan for specific requirements early, as accommodating unique requests at a later stage can cause programming
clashes. Examples might include:
 not providing access until late in the day;
 the need to stop working at a particular time; additional dust control;
 help with moving personal items.
Unwarranted interference
A very common problem occurs when contractors act on the instructions of the occupant. There is a fine balance
between a contractor being helpful and co-operative, and a contractor who alters the work significantly without authority.
In practice, contractors are generally very helpful and can help maintain good working relationships with residents. There
needs to be clear and direct discussion with the operatives on site to explain your expectations of this balance. They
need to be confident that they can work within reasonable limits, and know when and how to obtain permission to
proceed. Relying on the written requirements in the contract documentation to provide this balance seldom produces the
right effect, as many situations call for a different balance.
Resistance
Poor management of a resident can create extra hours of work to correct a problem. Some occupants can object to the
work being undertaken, or disagree with the type of work carried out. You may need to liaise with a representative of the
landlord or residents' association to form a partnership to reinforce the mandate for the work you have been instructed to
undertake. It is important that site feedback from contractors is immediate, if problems arise.
Anecdotal evidence
The best type of information comes from talking to occupants. Not only do they perceive the problem, they can also raise
important issues that may have a significant bearing on how the defect manifests itself. Some people relish the
opportunity to become involved, and they can be a useful resource in monitoring the activity associated with occupant
activity and the extent of a defect. This is particularly important with condensation problems. Take care in interpreting
information, as some references may be well meaning but incorrect, or misleading and irrelevant.
Mistrust or contempt
It is an unfortunate reality that some personalities are naturally incompatible. While it is not possible to please all of the
people all of the time, clashes of personality can be reduced by approaching people in as neutral a manner as possible,
gauging the type of person they are and mirroring their behaviour patterns.
Controversial topics and opinions should not be aired, but controlled. To prevent escalation of inappropriate topics, the
use of closed neutral statements can close down such conversations, and control can be regained by using an open
question to obtain a 'yes' or 'no' response. For example, open questions starting 'Can I' or 'Is it' will prompt yes or no
answers.
Keep residents informed
A range of communications needs to be used to keep the right level of information flowing. Too much information flow is
unmanageable, and too little will make more work if unexpected events happen. Speaking directly to occupants gives
you the opportunity to interact personally, but finding a convenient time can be a problem. Using secretarial back-up is a
good way of providing a person on the end of the phone and keeps calls manageable, but it should not be used to field
calls. Reply by the end of the day, to keep abreast of a problem. A log book either left in a common lobby or in the
property allows occupants to formally record issues at a time convenient to them and keeps site communication under
control. The contractor should check this daily and respond personally. The book should then be reviewed at the site
meetings, and any issues addressed. This strategy only works if the issues are actually attended to.
Develop strong lines of communication
In multi-occupancy housing, it can be difficult to communicate effectively with everyone. By identifying key
communicators within a building, a communication network can be effectively developed. This focuses communication to
a series of gateways, making the transmission of information more effective. Staff based within the building, such as
receptionists, porters, caretakers and cleaners, can all potentially make good conduits and keep communication flowing
in both directions. If there are language issues, some medium of translation may be needed.
Facilitate curiosity
All work sites have potential dangers to the unwary, and none are more vulnerable than children. A child is naturally
curious, and will endeavour to investigate any activity within their home. It can be helpful for the controlling adult if the
child can see what is happening from a safe distance or view work at a safe time, so that curiosity is satisfied. By
facilitating this, the zoning-off of a safe working area is easier to police.
Show respect
When entering a home, all usual social etiquette should be observed. A perceived lack of respect can alienate the
resident and conflict could arise. An understanding of the diversities of cultural expectations is useful when working in
multicultural communities. Preparing the site and leaving it tidy at the end of a working day is one of the most important
standards to convey to contractors.
Care for the vulnerable
In residential homes where vulnerable tenants are in occupation, care must be taken for all staff to be accompanied in
areas where residents are located. Routes and areas where staff need not be accompanied need to be carefully
negotiated and signposted. These measures are as much a protection for contractors as for residents.