The success of a residential construction project is largely a function of clear communication established and maintained between the client and the contractor. The starting point for that relationship is a well-articulated scope of work, which will require a clear visualization of the desired result of the work to be done, and a careful consideration of how that end is to be achieved.

To make sure that the goal is realistic, establish the budget restraints first, and then consider input from a range of sources in establishing exactly what should be done. Design expertise early on can save time and money later in the process - an experienced perspective on the way you currently use your existing space can constructively challenge the assumptions underlying your plans. Websites (GreenBuildingAdvisor.com, for example) can be an important source of feedback on materials and techniques, as can magazine archives (Fine Homebuilding Magazine, for example), as well as the appropriate shelf at your public library. The adventure of developing your plans can lead you to notice work done by others locally - homeowners and tradespeople are usually happy to share their experience and insights with you. Someone who's worked for years at a local lumber yard may be a valuable resource of information. If your property is historically significant, your local preservation commission might be a key connection. Spread your net wide before focusing on specifics.

Having established your goals, and making sure they're not out of line with the budget restraints, consider how to get there. Develop an outline of the building process, making it as detailed as you can before seeking advice from others who can help you fill in the gaps. It's worthwhile to spend significant effort on this job outline - it is the basis for your estimate, schedule, contract, and payment schedule. Drawings can be hugely helpful in keeping everyone involved on the same page. Encourage others to generate them if you can't. The drawing process, whether it's done in cyberspace or on paper, can force you to grapple with situations and unresolved details that are best resolved beforehand. Having worked so hard on these plans, though, it's important to remain open to changes as the work progresses. Unforeseen situations will present themselves, and ideas will occur to those involved, and rigid adherence to the initial plans can result in missed opportunities.

This preparatory work serves as a firm basis for a meeting with a contractor. Referrals from friends, realtors, and local building suppliers can help narrow the choices. Look at past work if possible. Visits with previous clients can be useful for both parties. Samples of the contractor's paperwork can be revealing. Keep in mind that having organized the work to be done into discrete parts, it may make sense to have different people do specific parts of it - you may even want to be your own contractor. You may be able to take on certain parts of the job yourself (possibly with labor provided by someone you know) - to keep costs down, or because you want to exert quality control there. Also, keep in mind that this preparatory paperwork, which serves to keep everyone on the same page (surprises on the job-site are usually not good), will also allow for an "apples to apples" comparison between two contractors.

Here's a suggested sequence of meetings:

1. Meet initially to give the contractor a look at the existing conditions, and copies of your prep work. Make it clear that you would welcome suggestions for alterations and augmentations there.  General budget parameters should be discussed.


2. Meet again to solidify the outline of work, revise the drawings, and finalize the specifications. The contractor can then assign a dollar value to each line of the outline to create an estimate. This a good time to start considering the work schedule.


3. Meet to discuss the estimate. There may be changes to consider for their budget impact. Procedures for handling unforeseen changes in the existing plan should be discussed. Change orders maintain the integrity of the initial contract while allowing the job to develop to a degree in process. The contractor should now consider the work schedule. A spreadsheet with headings from the work outline down the left side, and time specifications (days or weeks) across the top can be an effective approach here. With the cost estimates down the right-hand side, this spreadsheet becomes the contract and the template for payment requisitions. For example, at the end of week two, the demolition and excavation could be shown as 100% complete, the foundation as 50% complete, and the framing as 20% complete (since the lumber has been purchased). These incremental requisitions ensure that the work is proceeding according to plan, that the budget is holding out, and also provide an occasion for meetings between the client and contractor to discuss any change orders or unforeseen decisions. Small jobs may call for briefer and more frequent meetings.


4. A final meeting should involve the last payment, and a transfer of documentation from the job-site to the homeowner. Any literature that came with appliances or equipment should be assembled for reference, and the materials specification sheet, annotated with the suppliers' contact information, should also be a resource for the homeowner. (This job's paperwork can also be useful for the contractor is compiling future estimates.)

Ultimately, the work achieved benefits from the trust developed in the course of this communication on the job site, but maintaining that communication throughout the project remains a fundamental factor.