How many of you have gone through a building process from zero up to completion?

How many  of you once the project is 75 % complete still have the energy, the eye, the disposition for finishing the  project at the high standard you aimed to when at the beginning of the work?

The last 25 % percent of the construction phase is critical for guaranteeing the quality of the execution as it is at this moment when usually the client reaches a point where stress, time and financial pressures reach their peak tempting him/her or they to take decisions that are not always the best or that not benefit the project as a whole.

Within this 25 % we have the “snagging list”

Snagging list is a list where usually  the person in charge, the project manager, lists all the points that were not finished correctly, unfinished or damaged so the builder can make them good reaching the building in this way the desired level of craftsmanship.

The aim of this list is basically to “polish” the detailing of the building making everything look in place and correctly made.

The better the project management is during the building process the smaller this list will be as many issues should have been dealt with during the different stages of construction so not to accumulate big problems or a too long list.

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These are some of the points you should pay attention to when working on your snagging list:

_Decorating (damages, patches, drippings, unpainted areas, unevenness, etc)

_Tiling (grout, evenness, chips, etc)

_Wooden floor (open joints, dryness, patches, etc)

_Lighting (bulbs, gaps between ceiling and down lights, heights, etc)

_Electrics (double check functioning, levelling of plates, labelling of fuse spurs, etc)

_Art Work (alignment, levelled frames, lighting, etc)

_Door Furniture (check handles, hinges, screws, door stops etc)

_Soft Furniture (operating curtains, blinds, etc)

_Furniture (positioning of furniture, angles, lighting, etc)

The ideal scenario is to have a list of points that do not require a long or complicated work to be repaired. This is why is so important to  be very attentive during the building process to avoid major interventions at the end that could jeopardize the time schedule, quality of the outcome or have a negative influence on the financials.

Sometimes this is not possible to control due to specific challenges or unforeseen circumstances.  In this case the snagging list will need to consider them, planning how to solve those problems in such a way that it minimises the impact on other areas or trades.

A well written and managed “Snagging list” sometimes will mean the difference between the   bad, the average or the extraordinary.

My suggestion: keep the level of expectations high and don’t drop the ball until it is the moment to drop it.

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