Coordination Is the General Contractor's Core Job
On most projects the general contractor performs little of the work with its own forces. Its main contribution is coordination: putting the right trades on site in the right order, making sure each has what it needs, resolving conflicts, and checking the results. When coordination fails, the consequences show up in the work, the schedule and the budget.
Sequencing
Sequencing problems are among the most common sources of construction disputes. Examples Paul sees include drywall installed before rough-in inspections were complete, flooring installed before the building was closed in and conditioned, trim installed before wet work was finished, and finishes installed before the trades working above them were done. He reviews schedules, look-ahead schedules, daily reports and photographs to reconstruct the actual sequence and compare it with the planned sequence and recognized practice.
Interface Conditions
The most disputed conditions are often at interfaces, where one trade's work depends on another's. A floor installer depends on the concrete contractor's slab; a door installer depends on the framer's opening; a finish carpenter depends on the drywall finisher. When a problem appears at an interface, each trade may blame the other. Paul examines the interface itself, the scopes of both trades, and the coordination records to identify which work caused the condition and whether the general contractor had an opportunity to catch it.
Responsibility Matrix
For complex disputes, Paul prepares a responsibility matrix that lists each disputed condition and identifies, from the documents, which party performed the work, which party was responsible for coordinating it, and which party was responsible for checking it. The matrix is based on the contracts and the record, not on assumptions about which trade usually does what. It is a practical tool for counsel in tender, indemnity and allocation discussions.
Backcharges and Supplemental Forces
When a general contractor corrects or completes a subcontractor's work and charges it back, the subcontractor often disputes the charge. Paul evaluates whether the original work was deficient or incomplete, whether proper notice and opportunity to cure were given where the subcontract required it, and whether the corrective work and its cost were reasonable. See contractor performance disputes.
Coordination Meetings
Weekly coordination meetings and their minutes are often the clearest record of how trades were sequenced and how conflicts were resolved. Paul reviews them for issues raised, decisions made and follow-up, and compares them with what actually happened in the field.