The General Contractor: The Managing Builder

The general contractor, sometimes referred to as the prime contractor, has one of the most critical roles in the entire architectural process. The AIA defines the general contractor as an entity who “works under contract, assembling the labor, materials, and management necessary to construct the complete project” (Haviland 1994, 20). According to the AIA’s Standard Form of Agreement Between Contractor and Subcontractor (Document A401-2017), some of those responsibilities include timely communication and decision making, efficient construction

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scheduling and project proficiency, limiting interference with subcontractor’s scope of work and timetables, ensuring health and wellbeing of trades on site, addressing non-conforming work, etc.

Essentially, once the architect has created the construction documents, the general contractor facilitates the total build timeline, from breaking ground through owner turnkey. The clear separation of these entities is visualized in Figure 3.3. Communication is the overarching factor in this process since, while the general contractor is not the one who builds the structure itself, he or she is ultimately responsible for it. It is the specialty contractors or subcontractors who carry out the physical construction at the direction of the general contractor. Clear modes of communication and interaction can facilitate a successful project. The opposite can lead to poor quality of work, negligent means and methods of construction, non-conforming jobsite safety policies, construction rework, increased costs incurred by builders and clients due to rework expenses, and delayed construction timetables.

Figure 3.3: Design-Bid-Build

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In the very first stage of interaction, the request for proposal (RFP) sets up the

expectations and relationships between general contractors and subcontractors for the duration of the project. Since subcontractors are responsible only for their portion of the work, project scope needs to be clearly outlined by the general contractor to make sure all facets of the required specialty work are being performed under contract. This is done by way of Exhibit A, Scope of Work. Exhibit A outlines the general conditions of the subcontract, which carry over from trade to trade, as well as the specific scopes of work, which are different for each individual

subcontractor. The basis of Exhibit A is the bid tally sheet, which allows the general contractor to compare multiple subcontractor bids. The tally sheet identifies the work included in the subcontractor’s bid price, as well as specific exclusions, or items that may require allowances or secondary financial review upon entering into site specific project conditions.

Understanding the construction documents, then communicating exactly what work needs to be done by each subcontractor is a critical responsibility of the general contractor. Most trades work in very different capacities from company to company. Some firms choose to be more involved in the project, taking on more responsibility and liability, and being able to make more money. Other companies prefer the minimal amount of scope, and to get in and out as quickly as possible in order to move on to the next contract. A concrete subcontractor, for example, may choose to come into a project in which all required site work has already been completed. His or her scope of work would then include setting batter boards, pulling string lines, installing below grade vapor barriers, setting formwork, tying steel reinforcement (rebar), and then placing

concrete. A more ambitious concrete subcontractor may choose to do all his or her own site work prior to the previously mentioned scope of work. He or she may opt to dig for all the under slab utilities, dig for required footings and slab on grade, install aggregate base coarse, and complete

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all required compaction prior to placing concrete, etc. This must be thoroughly vetted by a general contractor prior to entering into a contract in order to avoid overlap in scope. If the civil subcontractor also has these items in his bid, the general could potentially be paying two

different companies to perform the same work. If there is a lapse in scope, the general contractor could be left scrambling to find someone to perform the missed work at the time of realization, which could delay subsequent trades, ultimately delaying schedule.

Contractors need to communicate clearly on-site. As the general contractor is responsible for the project as a whole, the inevitable unexpected site specific issues, requests for information and clarification, and potential detail discrepancies which arise throughout the course of the project need to be answered clearly and quickly. Furthermore, contractors need to be in touch closely with the architect. Daily activities, construction progress, project milestones, and any unexpected issues which arise need to be relayed as they occur in order to keep all parties

informed and collaborative in solving problems. The general contractor is the facilitator between all parties and needs the clearest and most direct forms of communication. Miscommunication impacts multiple entities on the project, and can have huge repercussions to cost and schedule. Ultimately, a general contractor’s ability to communicate and understand all the implications of each entity successfully completing his or her work per plan, within budget and within schedule, is what enables the general contractor to take on such large undertakings.