Building contractor Grant Harrison explains how to run a site as smoothly as possible

After more than 30 years working as a general contractor, Grant Harrison, managing director of Majengo Ltd, knows more than most about running a harmonious and efficient site. A board member of the Federation of Master Builders (southern counties), Harrison has helped hundreds of homeowners to extend and refurbish their homes. Here he shares some of the lessons he has learnt.

Who is best to project manage?

Homeowners taking on the role of project manager is “a very bad idea” unless they are experienced builders, says Harrison, adding: “If I find out from the outset a client is going to be their own project manager I would rather not be involved in that project. Most people lack the necessary skill set to manage the guys on site and interfere too much.”  For those who want to be their own project manager, however, there is a massive amount of information online, podcasts and books, including the best-selling Housebuilder’s Bible.  

There’s a big difference between day-to-day running of a building site and project management, including taking the brief, drawing up plans, submitting a planning application and finding a builder. Harrison, who is a qualified project manager, said: “I prefer to have an architect or surveyor as an intermediary between me and the client. I don’t mind dealing directly with the client, but it gives me an element of protection to have other professionals on board.”

Prepare and plan

Before any project starts, a lot of preparation and planning is required. Every part of every job needs to be planned to the last detail to avoid costly confusion and delay. “Lack of co-ordination of different trades is the biggest cause of loss of time and continuity on site,” said Harrison who draws up a schedule for his own team to keep projects flowing. “They need to know who is required on site and when and which trade is responsible for which job because there are a lot of grey areas and overlapping. It is something I am very particular about.”

This week-by-week plan can be shared with homeowners, so they also know which trades will be turning up and when services, such as water and electrics, might be switched off.

It’s important to get trades in as soon as possible to avoid delays – nobody likes to see an empty site.   Harrison said: “Labour is very expensive. It costs me £150-£250 per day per worker plus van plus fuel. I try to make sure everything is ready for each trade to do their job, so they don’t have to do much prep. For example, I get the plasterer and joiner to make sure everything is ready, so the decorator doesn’t waste time waiting for filler to dry.”

Coordinating Materials

Another key area is supplying the materials. A major cause of stress and delay is materials not being available on site when needed. “One of the biggest problems I have is if you don’t get materials sorted up front, then you have trades driving backwards and forwards to builders’ merchants, using my diesel. Plumbers are the worst,” said Harrison.

Homeowners supplying materials can work well so long as they don’t create hold-ups due to late delivery. Building contractors, as regular customers of builders’ merchants, will typically get a better price than homeowners though they may add their own mark-up. Harrison said: “I’m not against clients supplying materials like the big-ticket items but not the nuts and bolts. It’s easier for me to just run and pick those up.” He tends to over order materials, such as bricks in a particular colour, and return those unused rather than risk running out.

Teamwork makes the dream work

If possible, use established teams who have worked together before. Not only will there be more camaraderie on site, but fewer disagreements and delays. Harrison said: “The biggest problem, lack of productivity, can come from one trade blaming another for something or saying they didn’t turn up to site.”

One advantage of using a building contractor is they will have their own network of trades to call upon at short notice. “I think the most important factor in a happy build is making sure everyone on site works together as a team,” said Harrison, who has built up a workforce of joiners, structural carpenters, brickies, electricians, plumbers and sub-contractors.

 “Everybody works together. They know each other and get on well. They have each other’s mobile phone numbers on speed dial in case they need extra help quickly.”

Are there any troublesome trades?

Are the stereotypes true?  “Electricians and plumbers are the worst. They are totally messy and never clean up after themselves without you asking them to do so,” said Harrison adding he has even given his electricians half a day off work paid, to clean and organise their vans.

Grant is keen for his team to be multi-skilled. “Each trade has their skill set but I like them to be able to put their hand to several things,” he said. For example, pitching a roof involves a lot of interaction between carpenters and brickies. “That is why trades need to be multi-skilled. Carpenters who can do brickwork and a brickie who is able to do structural carpentry,” said Harrison, adding it avoids downtime which saves money. “Even my plumber is adept at doing things like putting dry lining up and gets involved in fitting kitchens with our joiner.” But electricians are the “prima donna trade” who will only do electrical work, he said.

Keep the workforce happy.

What about the golden rule to a happy site – keeping the kettle on and tea and coffee flowing? “I don’t expect clients to do this,” said Harrison who provides milk, biscuits, donuts and even fish and chips on Friday for his workforce. But if homeowners take the time to learn their builders’ names and make the occasional cuppa, they really appreciate it, he said.  “It helps to build a bond with the client and the guys will be more flexible if there are any issues. I had one client who made us bacon butties.”

Grant also pays his labour force on time and doesn’t deduct money for mistakes made unlike some building contractors. “I would rather keep them happy. Then when you need them to work a few extra hours to finish a job they will.”