Many job problems start with a bad handoff from estimating. Here is how to run a good one.
In this article
Why handoffs fail
The estimator knows the assumptions, exclusions and promises. The project manager and superintendent often don't. Problems appear months later as disputes and lost margin.
Who attends
Estimator, project manager, superintendent and sometimes the owner.
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Scope
Walk through what is included.
Assumptions
Explain assumptions behind quantities and pricing.
Exclusions
Make sure everyone knows what isn't included.
Budget
Budget by cost code for tracking.
Schedule
Duration and milestones used in the bid.
Risks
Known risks and contingencies.
Client expectations
Any promises made during sales.
Documentation
A handoff checklist signed by all.
An example
After two jobs lost money due to missed exclusions, a GC started formal handoff meetings. Change order disputes dropped.
Where to start
Create a one-page handoff checklist and use it on the next signed job.
Common mistakes
Emailing the estimate without discussion and skipping assumptions.
Know your numbers
Track change order disputes and margin fade on jobs with and without formal handoffs.
A toolbox for the office
A handoff checklist with scope, exclusions, assumptions and promises, signed by estimator, PM and superintendent.
Run tighter jobs and win the right ones.
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Frequently asked questions
What should be covered in an estimate handoff meeting?
Scope, assumptions, exclusions, budget by cost code, schedule, risks, client expectations and any promises made during sales.