Nine ways to end project on high note

By Randy Bonnecaze

It happens all too often. You begin a job in unison with the other parties involved and play smoothly through its various phases, only to fall apart during the project closeout.

Why does this occur? Probably because you're focusing too hard on the rhythm and forgetting about the song itself. In other words, to end on a high note, you need to think about closeout all along. Here are nine ways to finish strong by starting the closeout process well before a job's end:

Meet with the owner and architect. Sit down with these two parties before work starts to review the specifications for project closeout. Miscommunications often arise regarding what the architect is asking for and what the owner wants. Make sure both agree - in writing - on potential changes beforehand.

Create a certificate of owner stock transfer. Determine early on when and where the owner wants its stock turned over. This will save you from having to move the materials and facilitate clearing the job site.

Get together with the local inspector. You may have noticed that each inspector handles the final inspection and testing process differently. As you begin a job, contact your local inspector and ask him or her what this process will entail. Most inspectors will appreciate the added lead time.

Discuss the punch list. Who will prepare the list, the owner or architect? And who will sign off when items are complete? Understanding who has these responsibilities will allow you to channel your communications to the appropriate party.

Inform and update your subcontractors. Create a time line for subcontractors detailing when they must complete specific activities - and hold them to those dates. A good way to do so is maintaining a weekly work list that includes items you need completed and don't want relegated to the punch list.

Provide training during the project. Distribute owner manuals and as-built drawings when work begins (or as soon as they're available) rather than waiting until project completion. Also, create training reports that the owner can sign and include these signed documents with the closeout manual. Furthermore, consider videotaping training sessions so the owner has another training resource to reference and in case questions arise later as to what training you provided.

Keep the owner and architect involved. As the project proceeds, ask these two parties to visit the job site regularly. You don't want to discover at closeout that one or both of them disagree with something you could have addressed sooner. Specify a maximum time frame for outstanding issues and insist that no matter go unresolved after a designated point. Resolving a problem at a project's end is usually much more costly than settling it earlier on.

Maintain your leadership. To wrap up loose ends, keep key managers, and foremen on the job site as long as necessary. Don't leave these challenges to less informed parties, such as general laborers or the maintenance crew, who will lack the experience and background to resolve matters.

Develop a good rapport with maintenance staff. Establish a friendly relationship with these workers. After all, they're whom you'll deal with as you complete the project. And having their support can eliminate many, of the backend problems that tend to scuttle closeouts.

Completing a construction project is an inherently difficult undertaking. But if you stay organized and actively implement effective procedures such as the ones we just described, closeouts can leave you humming a happy tune. Remember, shorter closeouts mean more money in your pocket.

Editor's Note: Randy J. Bonnecaze is a Certified Public Accountant (CPA) with Hannis T. Bourgeois LLP, Baton Rouge.