| Management | | | | project meets the goals you have set within the |
| Checklists | | | | timeline you specify. Whenever possible contracts |
| Using checklists may seem like an oversimplified | | | | should be constructed with distinct deliverables |
| method of managing your tasks, but the | | | | that give vendors goals to work towards |
| effectiveness of using checklists on a project that | | | | throughout the life of the project. These goals (or |
| contains many subprojects cannot be overstated. | | | | milestones) will have specific deadlines and can |
| You should use checklists to identify and | | | | optionally have penalties for late delivery as well |
| document all of the tasks that will need to be | | | | as incentives for early delivery. In any case, your |
| completed. It's a good idea to break the checklists | | | | contract will need to specify what the milestones |
| up into logical groups. For instance, you may have | | | | will be, when inspection and acceptance will be |
| an overarching subproject to beautify the exterior | | | | required, and what the payment schedule will be. |
| of your home that has checklists for garden | | | | Another important part of a deliverables based |
| beds, fencing, painting, and landscaping. Once you | | | | contract is an escape clause. Since you are using |
| have created your checklists you should prioritize | | | | milestones to measure the quality and timeliness |
| your tasks by how important they are to the | | | | of your vendor, you should also have some |
| project. You may also want to split your checklist | | | | provision that allows you to terminate the |
| between items you will do yourself and items you | | | | contract without penalty in the event that the |
| intend to outsource. | | | | vendor is unable to meet quality standards or |
| Speaking of outsourcing your checklists, you | | | | agreed upon deadlines. Having a statement like |
| should also use these checklists when executing | | | | this can protect your project from delays due to |
| contracts with your vendors. A vague contract | | | | disputes over payment. The escape clause isn't an |
| doesn't do ANYONE any good, and does even | | | | absolute defense against delays, but when coupled |
| less for you as the vendee. If you have taken | | | | with penalties for late delivery, the cost savings |
| the time to walk through and assess your tasks | | | | can help mitigate the cost of the delays. |
| thoroughly, you should have no problem assisting | | | | Finally, you should keep backup contractors on |
| your vendors with creating a complete and | | | | hand in the event things don't work out with the |
| concise contract that outlines all of the items the | | | | vendor you choose. This should be an easy task |
| vendor will need to complete before you cut him | | | | since you have already taken bids from multiple |
| a check. Also, remember that creating a contract | | | | vendors when estimating the cost of your |
| with a vendor is a negotiation, try to find odds | | | | project. Vendors are constantly seeking the next |
| and ends that the vendor can do aside from the | | | | job, so delays on your job site, funding issues, |
| main tasks that can be included in the contract. | | | | and weather can all lead to a vendor abandoning a |
| Managing Vendors | | | | project. Your goal is to be prepared and able to |
| The structure of the contracts you execute with | | | | react quickly to these changing conditions. |
| your vendors is crucial to ensuring that your | | | | |
