You're facing clashes between subcontractors and client demands. How will you find common ground?

Clashing between sub contractor and client for Scope of work and contract terms and conditions. Scope, and contract terms and conditions shall be predefined and well arranged for both contractor and client. Client have contingency in each order for same. Sub contractors also have some loop holes to contracts. During clashing EPC or consultant have to negotiate with both parties client and contractor. Finally one have to fulfil clients requirement with keep together with subcontractors.

To satisfy the needs of all parties, and avoid conflict, we bring all project stakeholders together for open discussions during pre-construction. This includes the architects, engineers, designers, subcontractors, clients and even vendors as needed which allows for clear communication from the start and an open dialogue should things come up during the course of the project that would otherwise cause problems. Construction is never 100% perfect. Establishing everyone’s role in the project from the start and building trust as a team is the best way to get ahead of problems before they start.

Generally, project documents like the project charter will spell out a lot of potential points of arguments which essentially become project constraints e.g cost, schedule, scope quality, resources, procurement etc. as well as project objectives and deliverables. Ideally this should minimise grey areas which are subjects to be debated. There is a need to balance wants and needs. This is not to say all constraints are cast in stone. Formal approval by means of proper change control needs to be done for any changes that are to be formally adopted and a re-baseline especially cost, schedule, quality and resources will need to be done once approved by sponsors/ client. By all means we need to avoid ‘gold platting’ i.e adding unapproved items

It starts internally at the table, during bid interviews and scope clarity. As a company we need to fully grasp the clients vision, understand the scope that gets us there, and communicate it properly to our subcontractors. If your leveling sheets are clear and understood it will decrease clashes onsite. It’s also not just a bout handing off the leveling sheets. We live in such a busy world with many people going through personal battles and struggles. It’s more about reviewing and explaining the contents of the leveling sheets so the subcontractor grasps what they are signing and can also raise any questions or concerns prior to mobilization. We always explain that we are a team. Laborer to client, everyone plays an important role.

Es triste ver cómo continuamente se prioriza la contratación a bajo precio y no se le da más importancia a la calidad y a la atención, durante y después de la ejecución. Siempre me sorprende que para comprar un coche se tengan en cuenta más factores que al contratar la ejecución de una obra. Incluso para elegir un restaurante. Lo barato...

I have found that in many cases the two sides of the issue are saying almost the same thing. Because they are approaching the issue from opposite points of view that misunderstand each other. By understanding the problem, and listening to both sides it is possible to communicate clearly to each entity that there is only a small difference between the points of view. At this point it is much easier to find a compromise that resolves the issue.

To resolve clashes between subcontractors and client demands requires strong stakeholder management and interpersonal skills: 1. Communicate Clearly: Facilitate discussions to clarify expectations. 2. Identify Issues: Understand root causes and constraints. 3. Negotiate Compromise: Find middle ground and involve experts if needed. 4. Review Contracts: Ensure obligations align with current realities. 5. Focus on Goals: Align on project objectives and encourage collaboration. 6. Use Mediation: Involve a neutral party if necessary. 7. Document Solutions: Formalize agreements and follow up. 8. Learn and Improve: Analyze the conflict to prevent future issues.

The issue lies with a subcontractor; therefore, it is primarily my responsibility as the main contractor. If the problem arises from an additional request from the client, I should manage the change through the appropriate contractual channels. If the issue falls within my scope but was overlooked in the subcontractor's responsibilities, a special assessment should be conducted based on the relationship with the subcontractor and the value of their contract.

One word: Communication. This includes 1. Truly listening to both parties' perspectives. Don't assume or blame; go in with curiosity and gain a robust understanding of the discrepancy or issue. 2. Due diligence in referencing the project documents to see where gaps or misunderstandings may have occurred. 3. Buck up, plan, and carry out the conversation with the appropriate party. Preferably alone and not in front of the other party or group. Being a good team member is holding one another accountable and respectfully being honest and open with one another. As GCs or CMs, we support our trade partners and our clients (and designers). If done right, this will be appreciated and respected by both parties.

All construction projects are complex undertakings. Often, clients have an overall vision of the project, while subcontractors are focused on the nitty-gritty details. As a result, they may not always be 'speaking the same language' and may have different understandings of the project. Therefore, do not assume that everyone is on the same page; instead, emphasize simple but effective communication between both parties. For example, in a painting project, the client should specify the areas to be painted, the preferred color, texture, budget, room availability, and deadline. Subcontractors should confirm whether they can meet these demands, provide sample colors, and keep the client regularly updated.

Effective communication is indeed crucial in resolving conflicts in construction management, as it helps to ensure that all parties involved have a clear understanding of the issues, expectations, and potential solutions Additionally,the Collaborative Communication can be one of the rules to solve potential conflict. Collaborative communication can help to reduce tensions, build trust, and create a more positive working environment. Regularly follow up with subcontractors to assess their satisfaction with the conflict resolution process and address any lingering concerns. This approach demonstrates your commitment to maintaining a positive working relationship and can help to prevent future conflicts.

Communication in any situation is the key to successful and harmonious results. Setting true expectations up front, following through inline with expectations and keeping all involved up to date provides confidence. When confidence is instilled positive interaction is the result.

To find common ground between subcontractors and client demands, I would: 1. Communicate effectively 2. Identify areas of conflict 3. Analyze and evaluate each party's concerns 4. Seek solutions with subcontractors and clients 5. Facilitate open discussions to foster open communication and problem-solving. 6. Develop a joint plan with both parties 8. Monitor progress of the project 9. Maintain transparency with stakeholders

Finding common ground between subcontractors and client demands can be challenging, but here are some steps I'd take to resolve the issue: 1. Listen actively: I'd meet with both the subcontractors and the client separately to understand their concerns, needs, and expectations. Active listening helps to identify the root causes of the clashes. 2. Identify shared goals: I'd look for common objectives that both parties share, such as completing the project on time, within budget, and to the required quality standards. These should help

Finding common ground between subcontractors and clients requires clear and effective communication. By focusing on clear, transparent, and continuous communication, you can align subcontractors' efforts with clients' expectations and create a productive working environment.

I've found that clear communication is essential to aligning client expectations with subcontractor capabilities. By regularly sharing updates, setting transparent expectations, and encouraging open dialogue, I help bridge gaps, prevent misunderstandings, and foster trust. This proactive communication strategy has consistently led to smoother project execution and stronger relationships among all stakeholders.

Yes, proactive communication can protect both the client and contractor from delay damages. Here I want to refer to a fidic (2010) clause wherein it is stated that Contractor must convey delays reasoning to client within 28 days. The Above clause clearly highlights the importance of proactive communication.

Communication should be carried in effective way through understanding of needs of each other within contractual terms and conditions. Also, in some instances where role is not clearly defined , it is client duty to come forward to resolve sub contractors issue in order to save project from abnormal time delay and price rise.

With our projects, subcontractors are not involved during the design phases. When it comes to 'must-haves' and "nice-to-haves', they almost always involve cost and have nothing to do with quality or schedule. Those are pretty simple to solve as well. Either spend the money, or we have to value engineer the item/scope in question. No prioritizing of goals, no derailing the project, no balancing act to find solutions that satisfy the core project objectives. My, my. Sometimes I wonder who writes these questions and if they are real Construction Managers or if this is AI trying to sound smart. LOL.

To resolve clashes between subcontractors and client demands, prioritize goals collaboratively. Identify the most critical objectives for both parties. By understanding each other's priorities, you can find common ground and negotiate solutions that satisfy everyone involved. This approach ensures that the project's overall goals are met while minimizing conflicts and ensuring a smooth workflow.

One thing I’ve found helpful is to set realistic expectations. A client cannot expect the same output of a physically demanding task the way a computer can calculate operations. Construction schedules can be set unrealistically to the demand of the work. The client is worried about how long things take. The sub is feeling overwhelmed. A little bit of buffer time built into the schedule actually helps the project to run smoother. Finishing ahead of schedule is a welcome change that both clients and subcontractors enjoy.

Prioritising the goal. Depending on the project goal we have to prioritise the work after breaking the whole project into consecutive small parts. Make a proper plan and work bar chart diagram. So that you can easily understand how many days it will take to complete every part of the project. Don't be nice to everyone. If you face the certain problem then you should have to elaborate and explain it near to the client so that the client can understand it properly. And also do the most important task which is necessary for the project.

There are unforeseen events, and there are also human errors. When it comes to our team, it is important to know how to take responsibility for them. This is part of our professional ethics and shows the client that we are accountable for our work, even if it means a reduction in our profits. There is a fine line of opinions among those in the field regarding this, but personally, I hold the view that the final result is what the client will value, and that is what we must preserve.

prioritize the project goals by distinguishing between 'must-haves' and 'nice-to-haves'. Clients may desire certain features or timelines that are not feasible within the current constraints. Help them understand the trade-offs involved in their requests by explaining how certain demands might affect project quality or deadlines. Simultaneously, work with subcontractors to explore alternative methods or materials that could align with the client's vision without derailing the project. This balancing act is key to finding a solution that satisfies the core project objectives

Prioritizing objectives is crucial to avoid project derailments from conflicting or unrealistic demands. It clarifies essential goals versus "nice-to-haves" and fosters transparent communication. Project managers must educate clients on trade-offs, helping them adjust expectations. Collaboration with subcontractors to find alternative solutions maintains project viability while aligning with the client's vision. This adaptive approach ensures core objectives are met, balancing quality, efficiency, and flexibility.

When facing clashes, prioritize project goals by distinguishing between ‘must-haves’ and ‘nice-to-haves.’ Clients may have desires that aren’t feasible given current constraints. Help them understand trade-offs by explaining how certain requests might impact quality or deadlines. At the same time, work with subcontractors to find alternative methods or materials that meet the client’s vision without compromising the project’s core objectives.

The key to managing these situations is to take emotion out of interactions which can be easier said then done, especially as a sub contractor when money is involved. Finding common ground and things in common between client and sub contractors is a good way to collaborate and find solutions especially, if there has been misunderstandings in scope definitions. 7 habits of highly effective people provides a good framework for win/win scenarios - putting this into practise requires good emotional intelligence, humility and an understanding of both parties objectives.

Changes are inevitable in any project big or small.The client has to have every detail to suit him.Yes the sub contractor should be compensated for the loss,if any,on account of the changes desired by the client.The PMC shoul help negotiations for the additional cost to the contractor .

In construction management, negotiation is an art that requires a problem-solving mindset. Finding common ground between subcontractors and clients is key. Offer solutions like phased implementations or adjusted timelines to meet everyone's needs. Be firm yet fair to ensure mutual respect. The aim is agreement, not victory. #ConstructionManagement #NegotiationSkills

Call meetings upon any and all contractors involved, to negotiate any and all related resolution possibilities. Never involve clients if all possible.

O trabalho em equipe é de extrema importância, com discussões de ideias, aprimoramentos, uso de tecnologias, se necessário, ajuste de planejamento para que ambos trabalhem lado a lado para cumprir o objetivo em comum.

La negociación es una herramienta que puede ser utilizada para encontrar soluciones que sean efectivas en un enfrentamiento entre subcontratistas y el cliente. Para esto, se debe en primer lugar identificar los puntos en los cuales coinciden los intereses de ambas partes, como por ejemplo plazos de entrega, estándares de calidad, o disponibilidad de recursos. Luego negociar concesiones mutuas, en aquellos casos donde existan demandas difíciles de cumplir; y por último crear valor para ambas partes, es decir, enfocarnos en una negociación donde ambas partes ganen, por ejemplo ofrecer incentivos a los subcontratistas para que se esfuercen por cumplir o superar las expectativas del cliente.

And yes this is most important, how ever no compromise should be allowed and the decide should not affect the job negativity.

Instead of viewing negotiation as a battleground, approach it as a problem-solving exercise. For example, if a client’s timeline is too tight for subcontractors, propose phased implementations that allow work to progress while adjusting deadlines to align with subcontractor capabilities. To implement this, start by brainstorming several options that could work for both parties. Schedule a meeting where you present these options, clearly outlining the benefits and trade-offs. Ensure both sides have a chance to voice their concerns and be open to compromise.

Implementation of Idea or any technicality is the most important aspect of any project. Without implementation nothing will happen. So after copper planning we have to implement it more effectively and confidently so that if any error or problem comes you can handle it proficiently. Before implementation of anything we should have to communicate properly with both parties so that your vision and your aspect should be clear near to all of the people.

When we communicate a problem, we should have the solution ready. Otherwise, we would be detracting from our meeting with the client. To do this, we need to prepare ourselves and, if necessary, bring the project specialist to support the proposal we are making to the client. Two opinions are stronger than one.

Alright, you’ve got everyone on the same page—now it’s time to get to work. Step one: update all contracts and schedules. Make it crystal clear who’s doing what and when. No guessing games allowed! Next, communicate like a pro. No vague emails; get everyone in a room (or a Zoom) (Teams) and lay it out. Make sure everyone knows the game plan and their role in it. Then, keep a close eye on the progress. Regular check-ins are a must—catch problems early and fix them fast. Stay flexible because things will change. But with good communication and a solid plan, you can handle anything. Now, get out there and make it happen!

In my experience the critical factor in delivering project success is maintains excellent relationships Throughout my career I have navigated my way through difficult situations to deliver results for clients and suppliers, establishing what is important to all stakeholders is important and aligning them with a common goal is fundamental to project success

Mostly the failures in commitments form both the parties create the Conflicts We should wisely step in shoes of contactor with transparency to support him within contacts condition to get the maximum out put from him ,Which also can be used a negotiation with him for timely completion

Finding common ground between subcontractors and clients can be challenging, but it's essential for successful project delivery. Here are some steps to help you navigate these situations: 1.Understand the two parties perspectives and the issues at hand. Identify the specific areas where their demands or expectations clash. 2.Ensure that the scope of work, deliverables, and responsibilities of each party are clearly defined. 3.Explore potential compromises or alternative solutions that could satisfy both sides. 4.Encourage a problem-solving mindset rather than a blame-oriented approach. 5.Consider involving a neutral third party to mediate and help find a resolution.

Based on my experience I see that all of the above points are an essential factors for such challenge in the construction work environment but I 100% agree that maintaining relationships factor is the most crucial point and it is the one which based on it you will achieve all other above points.

Relationships will exceed when communications is open and transparent between both parties. Open Communications is to be consentient and reliable. For example, the Prime should always update and chronical task of subcontractors., summarize past task while also updating future task. limit relationship communications to time frame necessary 5-6 weeks ahead.

All projects are going to have glitches. It is how the team, but internal and external to all companies, come together and get to the end result. Focus less on pointing fingers and more on solutions as a team.

-Client's requirements are to be addressed with priligy. -Open up a Group Discussion by conferencia. -Conference solve many clases.

From my own experience, I have found the most effective solution is keeping a good relationship with all parties. We all know that prevention is better than cure. Here keeping a good relationship with clients and subcontractors prevents the clashes. So theres no need for a cure. From my 5 years of experience I always follow the theory of good relationships & never fall a clash incident. Because I didn’t give the chance of raising the clashing situation by maintaining the good relationship.

O acompanhamento é primordial para um bom relacionamento durante o projeto, entendendo as dificuldades, amenizando os conflitos, reajustando o planejamento, caso necessário.