Defective work is a term used to describe a characteristic or situation that does not satisfy a standard or is not in line with a requirement or specification in a construction project.
Deficiency is sometimes misconstrued or misinterpreted as incomplete work, and it is frequently exploited under lien act legislation to postpone significant completion milestones that trigger holdback releases. In fact, a lack is not synonymous with unfinished work. Only partial work affecting the beneficial use of the facility or asset envisaged from project performance is considered substantial completion from a legal standpoint.
Without delving into the larger concerns surrounding the interpretation of substantial completeness, it is safe to remark that both faults and incomplete work are frequently misinterpreted.
The general contractor, who is responsible for all trade subcontractors and suppliers’ performance under the contract, has an ongoing risk. With the exception of warranty work, this includes all work until the project closes. Without initially breaking down the problem, the continuous issue of inefficient deficiency management will not be improved. Until that time comes, never-ending flaws will continue to be the Achilles’ heel of effective project delivery, eroding revenue and customer happiness.
Deficiencies are frequently highlighted as a roadblock to project completion. It is more beneficial to explore a deeper understanding of project management that goes beyond the deficient issue in order to get to the fundamental issue. The general contracting industry is as much about delivering a product or facility on schedule as it is about running a business. The business strategy should be centered on delivering excellent project results, necessitating exceptional project management skills.
