Mastering Construction Means and Methods for Every Project

In construction, "means and methods" refers to all the different techniques, tools, processes and strategies that contractors use to bring blueprints to life. Using the right means and methods can keep a project on time and within budget — and create opportunities for value engineering. For the seasoned general contractor (GC), negotiations on means and methods provide an indispensable opportunity to save money for their clients and company while also cultivating a culture of collaboration.

This article explores the nuances of construction means and methods, including how to understand contract documents, the roles of the GC and architect and how to manage relationships with clients while choosing the best means and methods for each job. 

Differences in Means and Methods in Construction

There are many ways to build any single structure, from deciding on whether to use prefabricated parts to figuring out the placements of various utilities. 

Within a contract, some means and methods may be spelled out as required. In addition, architects sometimes suggest means and methods within their sets of plans. 

An important and sometimes complicated distinction for a GC to understand is that between suggested means and methods and required ones. An owner or architect may designate a certain way of completing the project within the contract or the spec book — these are often going to be considered required means and methods for the project’s lifecycle. These means and methods must be used to complete the project. They are contractual obligations. 

On the other hand, an architect may suggest a specific way of building that isn’t found in the contract document—sometimes within their plans, or during owner architect contractor (OAC) meetings. These can be considered suggested means. Often, design teams can have very strict ideas of how a project should be built that don’t necessarily align with the contractor team’s preferred methods, expertise, or experience. 

Open and healthy communication between project leadership, the design team and the owner is the necessary first step to making sure the correct means and methods — both suggested and required — are used to get the project over the finish line. 

Understanding Contract Documents

Regardless of what type of contract is used, one of the most important things when it comes to means and methods is to review the contract thoroughly and make sure it’s completely understood by everyone on the team. 

Contract documents outline what needs to be done on a project and how these tasks should be performed. Often, these documents include details about materials, techniques and other rules that everyone on the project must follow. A contract can even designate which types of software are to be used.

But a contract rarely covers every single means and methods that going to be used throughout the project’s lifecycle, and sometime language can be unclear. When even small details are left vague, it can cause problems, confusion and miscommunication. Sometimes, words like "recommended" or "required" can be unclear, leading to disagreements about what is actually needed.

When Confusion Arises Over Means and Methods

Almost inevitably, questions about which means and methods to employ will come up on the construction site.

To get clear answers, crew members, project leaders and subcontractors can requests for information (RFIs) to formally and bindingly ask the project leadership team for clarity, making sure everyone stays on the same page and preventing re-work in future. 

It’s hard to overstate how important RFIs can be when there’s uncertainty about how to proceed with a task. For example, if design plans are unclear about the type of material to use, the subcontractor can submit an RFI to ask for clarification. 

Very importantly, RFIs are also legal documents. When a contractor sends an RFI, the response becomes not only a part of the project records, but also a contractual obligation as compulsory as the contract document itself. This means that the answer received from the request for information is reliable and enforceable—and if questions come up later or miscommunication occurs, the answer to the RFI can be considered the right answer.

How to Win a Case for Changing the Means and Methods

It’s often said that construction is an industry of people, and this could not be more true when it comes to determining and negotiating means and methods for any specific project. 

Managing relationships with clients is just as important as executing the physical work, as a strong relationship makes sure that projects run smoothly and meet client expectations.

But sometimes there are good reasons for re-negotiating decided-upon means and methods, especially if the change can keep the project on-time, within the budget, or can help the owner save money in the long run. 

Below are a few strategies to help these relationships succeed when it comes to deciding upon, or changing, a project’s means and methods.

Know the project documents.

Contract documents are the legal foundation of every build project, and also the starting place for any negotiation with clients or design teams.

Even the most experienced GC can’t start a useful conversation with owners about deciding on means and methods — or changing them — without in-depth understanding of the specifications outlined in these papers. Knowing these documents inside and out allows contractors to enter negotiations with confidence. 

Set boundaries and clear expectations.

It’s the GC’s job to know what’s achievable within the project's scope as defined by the contract and budget. 

While it’s tempting to try to go above and beyond for a client in order to win future jobs, it’s also the contractor’s responsibility to prevent misunderstanding and avoid setting unrealistic expectations. Setting boundaries—and not saying yes to every owner’s whim—is an important part of protecting a company and its workers. 

Keep the long game in mind.

The best way to get an owner or design team on board with a change in means and methods is to show them how the change will positively affect the bottom line. In this way, negotiating on means and methods can have significant overlap with value engineering. 

One often-overlooked way to save costs at a building or structure is to think about the cost not only of installation, but of long-term maintenance. Sometimes, an owner or architect may want a specific piece of equipment that’s cheaper to install, but might require significant cash flow to sustain down the line. 

Contractors should look beyond immediate costs and consider how different materials and methods will affect maintenance needs. Choosing more durable materials or advanced technology might cost more upfront but can reduce long-term expenses and challenges. 

Collaborate over winning.

GCs may bring extensive expertise to the negotiating table, but a successful project is built on successful partnerships. Making assumptions that only the GC or project leaders know the best way to proceed can lead to missed opportunities for innovation and efficiency.

Instead, engaging in open communication with architects, designers and clients can offer surprising opportunities to creatively problem-solve. When GC are open to discussing alternative means and methods, they create opportunities for finding better and more cost-effective ways to achieve project goals.

Sometimes, being specific about certain methods can guide the team and set clear expectations. At other times, leaving room for flexibility allows for adaptability and creative problem-solving. For the GC, finding this balance can transform a moment of confusion and miscommunication into an atmosphere of collaboration and shared vision. 

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Creating Partnerships With Means and Methods

Means and methods are the backbone of transforming architectural visions into real-ilfe structures inhabited by and relied upon people. By managing relationships, understanding the details of project documents and generating a collaborative environment, contractors can build a foundation of trust and expertise that lasts through the project and into the next.

The best outcomes arise from viewing means and methods as a partnership between all stakeholders. When everyone — clients, architects, contractors and crews — works together to decide which means and methods are best, the potential for innovation is limitless.

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