Workmanship Is Managed, Not Just Installed
Poor workmanship rarely appears out of nowhere. It usually traces back to decisions about who did the work, in what order, under what supervision, and whether anyone checked it before it was covered. Paul has made those decisions himself for decades, most recently as a General Foreman directing more than 25 trades at O'Hare International Airport. He evaluates contractor performance from that practical viewpoint.
This page focuses on how contractor practices relate to the quality of the finished work. Disputes centered on the broader question of a contractor's duties and conduct, independent of a physical defect, are addressed in more depth on Paul's contractor standard of care resources.
Supervision and Sequencing
Many workmanship defects are sequencing problems. Finishes go in before substrates are ready, flooring goes down before the building is closed in, trim is installed before drywall has cured, or one trade damages another's work because the schedule put them on top of each other. Paul reviews schedules, daily reports and photographs to see what order the work actually followed and whether supervision was in place to catch problems.
- Was a superintendent or foreman assigned and present?
- Did the schedule allow realistic durations for each trade?
- Were hold points used before work was covered?
- Did daily reports record problems and their correction?
Subcontractor Work and Coordination
On most projects, subcontractors perform the work and the general contractor coordinates it. When workmanship is challenged, the parties often dispute who was responsible for what. Paul reads the subcontracts, scopes and coordination records to identify where responsibility for a condition sat, and whether the general contractor had the information and opportunity to identify and correct it.
He does not assume that responsibility follows the trade that touched the work last. Interface conditions, where one trade's work depends on another's, are examined on their own facts.
Correction of Known Deficiencies
How a contractor responds once a problem is known can matter as much as the original installation. Paul looks at punch lists, correction notices, warranty requests and the work performed in response. Did corrective work address the cause or only the symptom? Was it completed and verified? Was it documented? These questions often decide whether a defect was isolated or systemic. See construction inspection and repair scope and cost for related services.