Managing Subcontractors: Day-to-Day Success

Hiring quality subcontractors is half the battle. Managing them effectively is the other half. Good management keeps your project on schedule, ensures quality work, maintains positive relationships, and prevents most problems before they happen.

This guide covers the day-to-day practices that separate successful owner-builder projects from problem projects: scheduling, communication, site management, quality control, and maintaining positive working relationships.

Your Role as Owner-Builder GC

As your own general contractor, you're responsible for:

Before Work Starts

During the Work

After Work Completes

Time commitment: 10-20 hours per week during active construction

This is a real job. Treat it professionally or your project will suffer.

Scheduling and Sequencing

The challenge: Coordinating multiple trades in the correct sequence without delays.

Standard Build Sequence

Foundation to finish:

  1. Site work and excavation
  2. Foundation
  3. Underground plumbing/utilities
  4. Foundation backfill
  5. Framing
  6. Windows and exterior doors
  7. Roofing
  8. Exterior siding/finish
  9. Rough plumbing
  10. Rough electrical
  11. Rough HVAC
  12. Insulation
  13. Drywall
  14. Interior trim
  15. Cabinets
  16. Flooring
  17. Plumbing fixtures
  18. Electrical fixtures
  19. HVAC final
  20. Paint touch-up
  21. Final cleaning
  22. Landscaping

Key principle: Can't skip ahead. Each phase must complete before next begins.

Creating Your Schedule

Master schedule approach:

Start with completion date, work backwards:

Add buffer (20-30%):

Result: Start date should be March 1 to finish December 1

Booking Subcontractors

Timeline:

Give them:

Get from them:

Example communication:

"I'll need you for framing starting approximately June 1st. I'll confirm the exact start date by May 15th. The rough-in trades are scheduled to start July 1st, so we need framing complete by June 28th. Can you commit to this timeline?"

Coordination Between Trades

The problem: Trade A isn't done, but Trade B is scheduled to start.

The solution: Clear communication and buffer time.

Best practices:

  1. Give 2-week notice before start

    • Confirms sub is still available
    • Allows them to schedule crew
    • Updates them on actual schedule
    • Prevents surprises

  2. Don't schedule back-to-back

    • Allow 3-5 days between trades
    • Buffer for delays, inspections, weather
    • Prevents one delay cascading

  3. Confirm completion before booking next

    • Verify Trade A is done before starting Trade B
    • Don't book based on hopes and promises
    • Better to delay than have subs waiting

  4. Have backup plans

    • Secondary subs on standby
    • Flexible dates when possible
    • Work that can be done in parallel

Example schedule with buffers:

When Things Get Off Schedule

They will. Here's how to handle it:

If one trade runs late:

  1. Contact next trade immediately
  2. Give them updated start date
  3. Confirm they can still do the work
  4. If not, activate backup plan
  5. Adjust rest of schedule

If weather delays you:

  1. Update all affected subs
  2. Push everything back proportionally
  3. Don't try to compress later work (quality suffers)
  4. Add buffer for additional weather risk

If inspection fails:

  1. Fix issues IMMEDIATELY
  2. Call for re-inspection ASAP
  3. Notify next trade of delay (usually 3-7 days)
  4. Don't let next trade start until inspection passes

If materials are delayed:

  1. Know about it early (track shipments)
  2. Notify sub immediately
  3. Reschedule if significant delay
  4. Find alternative suppliers if critical

Communication Best Practices

Good communication prevents 90% of problems.

How to Communicate

Methods (use all three):

  1. Text/SMS - Best for quick updates

    • "Inspection passed, you're good to start Monday"
    • "Running 30 minutes late"
    • "Quick question about..."

  2. Phone calls - Best for complex discussions

    • Scheduling changes
    • Problem-solving
    • Detailed questions
    • Anything emotional or complicated

  3. Email - Best for documentation

    • Change orders
    • Important decisions
    • Anything you need record of
    • Plans and specifications

Pro tip: Have important discussions by phone, then confirm in email

Example:

Response Time Expectations

You to them:

Them to you (set this expectation):

Set expectations upfront:

"I'm usually available by text 7 AM-7 PM. I'll respond within a few hours. For urgent issues, call me directly. I need you to check in daily with progress and any issues."

Daily Check-Ins

While sub is working:

Why this works:

Takes 5 minutes per day, saves hours of problems

Site Visits

How often to visit:

What to do during visits:

What NOT to do:

Balance: Be present but not overbearing

Quality Control

Your responsibility: Ensure work meets code and contract requirements.

Before Work Starts

Pre-work meeting:

Provide:

During the Work

Daily monitoring:

What to look for (even if you're not an expert):

When to speak up:

How to address issues:

  1. Ask questions first: "Can you explain why you're doing it this way?"
  2. Reference plans: "The plan shows this differently. Can we discuss?"
  3. Stop work if necessary: "Let me check with [inspector/engineer] before you proceed."
  4. Document everything: Photos and written notes

Never:

Before Inspection

Pre-inspection walk-through:

Checklist approach:

Inspection-specific checklists →

After Inspection

If passed:

If failed:

Site Management

Your property, your responsibility:

Site Access

Provide:

Security:

Set rules:

Safety

Contractor responsibilities:

Your responsibilities:

Watch for:

If you see unsafe practices:

Cleanliness and Organization

Daily cleanup expectations:

Weekly cleanup:

Final cleanup:

Include in contract: Daily cleanup requirements

Protecting Completed Work

Contractor responsibilities:

Your responsibilities:

Common issues:

Prevention:

Documentation

Document everything. Seriously.

What to Photograph

Before work starts:

During work:

After work completes:

Why photos matter:

How to organize:

What to Document in Writing

Keep records of:

Daily log example:

Date: June 15, 2024
Trade: Framing
Workers present: 4
Work completed: First floor walls framed, stood, braced
Weather: Sunny, 75°F
Issues: None
Notes: On schedule, quality looks good
Photos: 24 taken, uploaded to folder
Next: Second floor walls tomorrow

Takes 5 minutes per day, invaluable for disputes/insurance/reference

Managing Multiple Subs at Once

The challenge: Coordinating when multiple trades are on site simultaneously.

When this happens:

Coordination strategies:

1. Daily Coordination Meeting

When: Each morning, 15 minutes Who: All trades on site that day Topics:

Example:

"Electricians working upstairs. Plumbers working basement. HVAC delivery at 10 AM, everyone help unload. Everyone off second floor during HVAC delivery. Questions?"

2. Designate Site Lead

Who: Most senior contractor or you Role: Resolves conflicts, makes decisions, coordinates Authority: Can pause work if conflicts arise

3. Stagger Start Times

Instead of: Everyone arrives 7 AM Better:

Reduces: Parking conflicts, bathroom line, crowding

4. Zone the Site

Assign areas:

Rotate as work completes

Prevents: Getting in each other's way

Building Good Relationships

Good relationships = Better work + Fewer problems + Priority scheduling

What Contractors Appreciate

  1. Clear communication

    • Tell them what you want
    • Respond promptly
    • Be available when needed

  2. Respect their time

    • Don't waste time with indecision
    • Have answers ready when they ask questions
    • Make decisions promptly

  3. Respect their expertise

    • Listen to their suggestions
    • Don't micromanage
    • Ask questions, don't dictate (usually)

  4. Fair treatment

    • Pay on time as agreed
    • Don't nickel-and-dime
    • Acknowledge good work
    • Be reasonable with requests

  5. Being prepared

    • Site ready when they arrive
    • Materials available
    • Plans and decisions finalized
    • Access arranged

  6. Professional attitude

    • Keep emotions in check
    • Address issues calmly
    • Follow the contract
    • Be solution-focused

What Annoys Contractors

Avoid these behaviors:

  1. Constant changes

    • Changing mind repeatedly
    • Making decisions after work starts
    • "While you're here, can you also..."

  2. Micromanaging

    • Standing over them watching
    • Questioning every decision
    • Telling them how to do their job

  3. Poor communication

    • Not returning calls
    • Unclear expectations
    • Contradictory instructions

  4. Late payments

    • Delaying payment without reason
    • Nitpicking to avoid paying
    • "I'll pay you when I have money"

  5. Unrealistic expectations

    • Demanding impossible timelines
    • Expecting perfection beyond code
    • Comparing to TV shows

  6. Being unprepared

    • Site not ready
    • Materials not ordered
    • No decisions made
    • Wasting their time

The Golden Rule

Treat contractors like you'd want to be treated in your own profession.

Professional, respectful, clear, fair.

Result: They'll prioritize your work, do quality job, stand behind it, and refer you to other quality trades.

Common Management Mistakes

1. Not Being Available

The mistake: Too busy to respond, hard to reach

Impact: Delays while they wait for answers, frustration, poor decisions made without your input

Fix: Block time daily for project management, respond promptly

2. Over-Managing

The mistake: Constantly on site, questioning everything

Impact: Slows work, irritates contractors, they avoid you

Fix: Visit regularly but let them work, ask questions but don't interrogate

3. Poor Documentation

The mistake: No photos, no records, verbal agreements only

Impact: No evidence for disputes, can't remember what's behind walls, insurance issues

Fix: Daily photos, written logs, document all decisions

4. Not Enforcing Contract

The mistake: Letting contract terms slide to be "nice"

Impact: Sets bad precedent, lose leverage, problems escalate

Fix: Follow contract terms consistently, be fair but firm

5. Delaying Decisions

The mistake: "I'll think about it and get back to you" repeatedly

Impact: Work stops, schedule delays, contractors frustrated

Fix: Make decisions promptly or give clear timeline for decision

6. Ignoring Small Issues

The mistake: Letting small problems slide to avoid conflict

Impact: Small issues become big problems, hard to address later

Fix: Address issues immediately but professionally

7. Paying Too Fast

The mistake: Paying before inspection or verification

Impact: No leverage for corrections, quality may suffer

Fix: Verify work complete and correct before paying

8. No Inspection Before Payment

The mistake: Paying based on contractor saying "it's done"

Impact: Miss quality issues, defects, incomplete work

Fix: Always inspect personally before paying

Management Checklist

Weekly management tasks:

Next Steps

Managing subcontractors also requires understanding:

  1. Payment Best Practices → - When and how to pay for maximum protection

  2. Dealing with Problems → - What to do when things go wrong

  3. Inspections → - Managing the inspection process

**The bottom line