Professionals with experience in the construction industry recognize the critical importance of effective document control. Locating the most recent drawings, responses to RFI’s, payment applications, meeting minutes, daily reports, safety meeting records, accident reports, and time sheets can be challenging. Although this is only a partial list, it illustrates the complexity and volume of documentation that must be managed on any construction project.
Construction document control is integral to preconstruction, estimating, and project management. While there is no universal industry standard used by all, hopefully your company uses a method that works for your company. If you do not have a system in place, I hope you will change your opinion by the end of this paper.
From small to mega international companies, there is a mix of paper and pencil, spreadsheets and computer software used to control the management of paper for a construction project. No one size works for all, but each company large, small and subcontractors, needs a system that works, and each member of your team must be on board for it to work. If your company uses a system, does it provide what it is designed for or can it be improved or are you not using any systems?
The consequences of poor documentation have plagued construction since the earliest projects. Money and productivity are lost when the wrong set of drawings is used, or critical information cannot be found. This issue is not limited to modern times – it has hindered contractors from the first building projects onward.
Early in my career, I worked for a general contractor that had an effective system long before computers entered job site trailers. It was the “Plastic Folder System” and relied on five color-coded folders.
Red Folder – signed contract and change orders and documents related to the project contract and subcontracts
- Green Folder – Pay applications
- Yellow Folder – Transmittals
- Orange Folder – Daily reports
- Blue Folder – Correspondence
Each subcontractor and supplier had their own manila folder with shop drawings/ submittals related to their trade. No correspondence was in the trade folders. Bid drawings were kept separate from the contract drawings. At the start of a project, a fresh set of drawings was issued with all approved changes up to that point. As changes were made to the contract by either bulletins or RFI changes, the revised drawings were placed in front of the drawing(s) it changed, and the previous sheet’s corner of the page folded stapled and marked void. This straightforward system worked remarkably well. If projects could be built with a No. 2 pencil and a yellow pad of paper, what else was necessary? It worked for the pyramids, the seven wonders of the ancient world, the Hoover dam, Panama Canal, and the Empire State Building, why not today’s projects?
With the arrival of computers, producing documents became faster and easier – yet also more overwhelming. As it became easier to produce more paper and faster, the need for document control also grew. The need for a system that is easy to follow and for all parties to understand has become critical.
A modern construction project demands a system with up-to-date documentation management—one that allows every team member quick and reliable access to critical information. Such a system should organize and make available everything from bid documents and RFIs to bulletins, specifications, contracts, change orders, and more. Given the number of changes made during the construction of a project, it should not be a surprise that it is challenging to control and maintain.
Keys to Implementation
It is impossible to implement new systems if you do not first get your staff on board to understand the importance of quality construction document control. This makes the difference between getting home early some days or staying late on the site. It also makes the difference between completing a project on time and running way over.
You might meet resistance from staff who have been doing their jobs the same way for many years. When that happens, try to present the benefits and make sure you listen to their feedback, as they will be your power users at the end of the day. This might involve a bit of custom training when it comes to updating a system or getting a completely new one, but it is worth it. Make sure there is a similar level of buy-in from the executive staff, as they will be the ones that can help you get a new system over the hill. After selecting your system hand pick and train a super user to oversee the day-to-day management and control. An additional person should also be trained to support the team when your super user is out of the office. Only one leader manages the document control system; it will not be successful if run by a committee.
When selecting a system remember that no one size fits all, but what works to meet the needs of your company, not what the salesperson wants to sell. Ask to try it for 30-60 days on a test project. Do you buy a new car by looking at the nice pictures in the sales catalog without a test drive? Selecting a document control system is no different, try it and kick the tires
Choosing Not to Purchase a Management Software System
The rules to follow also apply to paper folder systems and software program users if you elect not to purchase a management software system. Start with a computer folder system to store the bid/project documents that cover your needs. Do not create dozens of folders that make is difficult and time consuming to find what the team is looking for. The system stays the same for small and large projects, it is a standard system for all projects.
Keep only the latest drawings and documents in the active folders. The original documents when changed are retained for history and moved to a folder marked void. This same procedure applies when documents are posted on a web site for subcontractors to bid or use during construction.
Make it easy for subcontractors to find and view the documents. Post only the drawings changed by an addendum, RFI, or change order. Do not reissue the full set of documents with the changes in the set. Ask your design team once you are under contract to release revised documents in that format. When revised drawings are issued design teams need to mark up the changes on the drawings and issue a written outline describing the changes.
When bid documents are received by a contractor each page should be checked with the master document log to confirm no plans are missing, or no additional drawings are included, and all specification sections are checked. This review will be done during bidding and construction of the project. This review should start when the documents are received to issue the necessary RFI early to question the drawing status as received, giving the design team time to react. This procedure review will generate a document log and should be included with the bid proposal and the clarifications and assumptions if the contract allows.
Construction document control starts at the preconstruction/estimating stage of the project and continues through job close out and warranty. It establishes and enforces processes and procedures across a construction project. When systems are used as part of construction project management, team members and managers are better able to manage, access, and share documents with all team members. Keep it simple and make it work for you.
About the author: Robert A. Nidzgorski, FCPE, VMA, CCHM Mr. Nidzgorski has more than 49 years of experience in operations, preconstruction services, design-build, construction management and general contracting, for retail, commercial, healthcare, office buildings, theme parks, correctional facilities, NASA, Corps of Engineers, VA, education K-12, higher education, the Big Three and institution work, from Florida, Western New York, Texas, and Michigan. He is a member of the American Society of Civil Engineers, and a past instructor for the American Society of Professional Estimators (ASPE), Associated Builders & Contractors (ABC), Associated General Contractors of America (AGC) and Central Florida Builders Exchange. He is a Fellow Certified Professional Estimator (FCPE) with the American Society of Professional Estimators, Value Methodology Associate (VMA) with SAVE International, Certified Health Care Health Manager, (CCHM), licensed general contractor and home inspector in the State of Florida and holds both a bachelor’s and a master’s degree in Civil Engineering from the University of Michigan. He was Estimator of the Year 2013, received the Legacy Award Frank E. Young Excellence in Education Award 2017, and was Chairman of the Standards Committee, American Society of Professional Estimators, which he directed the writing and publication of Standard Estimating Practice 9th edition for the American Society of Professional Estimators. He was the Past President of the ASPE Chapter No. 48 Tampa Bay, and Chapter No. 50 Orlando.
