|1. Being aware of the importance of properly structuring the Schedule of Values of the Project. The Schedule of Values is more fully discussed in Chapter 18, “Ongoing Operations.”
2. Being aware of, and considering in the planning and management of the project, the dates on which periodic progress payments are due to be submitted to the architect (if the supervisor’s company is a prime contractor on the project) or to the general contractor (if the supervisor’s company is a subcontractor).
Assisting the project manager or company-level management in any manner possible with assuring that the payment request submittal is timely, accurate, and as complete as possible.
3. Taking care in the ordering of materials for the project. As has been noted, it is very important for the supervisor to assure that adequate materials are on hand on the project for all of the work to be performed. However, an overabundance of materials leaves a surplus, which must be returned (often at less than full price credit) when the work is completed. Further, these surplus materials are themselves an additional expense in having been purchased and then not used. Additionally, these materials must be handled and stored and protected on the job site. Moreover, there is risk these materials may become damaged or degraded before they can be returned to the supplier.
4. Being aware of suppliers’ return policies and returning extra materials in a timely manner. When extra materials left over from the project must be returned to the suppliers for credit, typically the supplier will accept for return, and will only issue credit for, materials within a specified time following the original purchase. Additionally, suppliers will only issue credit for materials that are returned in “as new” and salable condition.
Therefore, the supervisor must assure that materials that are to be returned are protected from damage and from degradation by the elements.
5. Returning tools and equipment that are not being used on the job site to the company equipment yard or to the equipment rental agency.
6. Taking the appropriate management measures to assure quality control and quality management in all of the work performed on the project.
As will be further discussed in Chapter 18, “Ongoing Operations,” as well as in other sections of this book, performing quality work enhances the company’s as well as the supervisor’s reputation, and helps ensure a satisfied client.
Moreover, it is much easier to bill for work as earned value in periodic payment requests, and to receive timely payment for, work that is of unquestioned quality.
Additionally, if quality control has been the constant watchword throughout the performance of a project, the punchlist process can be completed much more expeditiously. The punchlist is discussed in other sections of this book and further reference to this process is provided below.
7. Managing the project closeout and punchlist process.
As the project nears completion, the supervisor and all of the craft workers should be especially mindful of completing all of the work as defined in the contract, as well as to satisfying the needs of the owner.
Extensive work that needs to be performed at this time of the project, or major corrections that need to be made, are very costly at this time.
If the supervisor has been attentive to the importance of quality management throughout the duration of the project, as discussed elsewhere in this book, this time can be rendered much less stressful and much less costly.
Moreover, when the supervisor manages the punchlist and closeout procedures in a timely way, his company can submit its Final Application for Payment sooner, and can be paid the retainage that has been withheld throughout the duration of the project, and can receive payment of the balance of the contract amount at an earlier time.