Getting right people on job vital to quality construction

by Maria G. Hoover

SBJ Contributing Writer

Having the right people in the right positions has a lot to do with monitoring construction quality, according to local construction and design professionals. Among the necessary personnel for successful projects are a good general contractor, construction manager, project superintendent and project manager.

One of the first things Pellham-Phillips-Hagerman, Architects-Engineers does to ensure quality is to help clients select a good contractor, according to Jeff Wells, PE, chief executive officer.

"That's really the most important, because you can't observe and can't monitor everything, so select a good contractor that you have experience with and who has a good track record," he said.

Wells added that construction administration services provided by firms such as Pellham-Phillips-Hagerman make sure clients get full value for the money they spend. PPH has a full-time staff dedicated to construction administration.

"We have engineers from the construction industry whose job it is to make on-site inspections regularly. Otherwise, it falls back on the architects or engineers when they have time," Wells said. "We try to be on-site once a week, or whatever is required. For out-of-state jobs, that may be monthly, but the less we're on-site, the more important it is that we have a good contractor we trust."

Wells said PPH also monitors subcontractors when they submit pay applications. He said the pay applications provide a good opportunity to check subcontractors' progress, to make sure they are where they say they are on the job.

According to Morris Dock, president of MoDoCo, a general contracting firm, a vital element in maintaining construction quality is the project superintendent.

"There needs to be a highly qualified, full-time project superintendent, someone who's on the job every time there's work happening," he said.

He said it's important to have a good super, because without one, there really isn't anyone checking subcontractors' work. Dock added that he reminds superintendents how important it is that they do their jobs.

"I tell them often, 'Don't get so busy doing something yourself that you can't check the subs. Remember to walk around and look at every subcontractor's work carry a level, carry a tape measure. Take some time to check their work,'" he said.

Dock said a good project manager is also important.

The project manager "would be the person who would issue contracts to the appropriate subcontractors, which doesn't always mean the lowest bidder, but the best price for the best person for the job," he said.

Dock added that the project manager would also be responsible for requesting shop drawings, which are used to make sure specifications and drawings are being followed.

Dock said his company is careful to select good subcontractors for jobs, as well. He said they have to fill out an application complete with credit references and their work history in order to be considered for a project.

Dock said in addition to having the right superintendent and the right project manager, the third factor he attributes to quality control is regular progress meetings. He said MoDoCo holds monthly on-site progress meetings with the subcontractors, the architect, the engineer and the owner, as well as regular staff meetings.

"What we do here at our company is that we have meetings every two weeks in the office with the project manager, the superintendent, and other staff members, to go over the project right here (in the office). We look over any problems arising at that time, so we may address them from here," he said.

Craig Schneider, principal architect with Esterly, Schneider & Associates, agreed that having informed people on the job site is important, but he said people are not the only factor in maintaining construction quality.

"We probably take care of quality on projects first by offering a very detailed set of drawings and plans to the contractor," he said. "If contractors have the information they need, it's easier for them to reproduce the quality we're looking for in the construction of the job."

Schneider added that for quality results, it's also important to develop a good working relationship with everyone involved in the job.

"They need to know that you understand what you want, and that you expect it," Schneider said.

Dock and Wells agreed that teamwork is essential to construction quality.

Wells said one thing his company does at the end of the job, once it is declared substantially finished by the contractor, is to create a "punch list," a detailed accounting of defects or variations on work done in every room of the project.

Wells said the punch list has two purposes, which are both helpful for the contractor.

"It shows what the contractor still has left to finish, and then it lets us identify new defects that are caused by the owners occupying the building ... which prevents the contractors from repairing problems they aren't responsible for," Wells said.

Wells and Schneider both mentioned that projects are inspected by city inspectors and other third-party entities, and they agreed that those inspections are important.

But Schneider noted that the type of quality an architect looks for is different than what a city inspector seeks.

"The city inspects based on statutes they follow, for compliance and safety. We look more for the reproduction of what we've drawn," Schneider said.

Wells said sometimes, although it's rare, when quality becomes an issue for reasons other than safety, his company has to take a stand.

"Sometimes, the owner will say something's OK, to just drop it, but we have to be concerned about the life of the building, and not just the current owner," he said.

"The owner could sell it in two years or so, and our name's still associated with it the workmanship's associated with us, we could even be held liable, so sometimes we take an unpopular position and insist on things nobody wants to do," Wells added.