COMMUNICATIONS, REWARD, AND MORALE:

1 – Is there a formal method to resolve differences on the project’s scope?
2 – The contractor readily shares information with the project team?
3 – Does the contractor effectively coordinate with its vendors?
4 – Does project team have easy access to their contractor counterparts?
5 – Does the contractor have good relations with its suppliers?
6 – Was the contractor provided with a detailed work scope?
7 – Does the contractor and its vendors have a sense of urgency about this project?
8 – Is the contractor and vendors willing to share this project’s risks?
9 – Does the contractor meet with the customer to ensure that needs are met?
10-Were/ are the specifications clear?
11-Did a competent attorney review the agreement before project work began and throughout?
12-Is this contractor seen as a partner with the project team?
13-Does the contractor communicate with the project team?
14 – Does contractor understand the approval process?
15 – Does PM know what’s in the unions’(e.g., seniority) contracts?
16 – Have SM/ PM developed relations with alternative vendors, should primary contractors not be available? (Yes = good)
17 – Has SM/ PM split project into too many different contracts, which cause/ potentially causes delays/ schedule conflicts? (Yes = bad)

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ORGANIZATION:

1 – Has this contractor recently experienced rapid growth (possibly bad)?
2 – Is the annual rate of staff turnover higher than the norm for this industry (yes = bad)?
3 – Is the contractor properly equipped to perform the work?
4 – Are the contractor’s tools and processes sufficient to do the work?
5 – Does the contractor have people working on this project full time?
6 – Does the contractor employ a sound financial strategy?
7 – Does the contractor have an effective accounting system?
8 – Do sub-contractors do all work?
9 – Are purchase orders (P.O.’ s) the only form of contract being used (yes = bad)?
10-Does the contractor keep effective pay records?
11-Are contractor’s pay (benefits/ wages) ok?
12-Was staff added late when the project got behind schedule (yes = bad)?
13-Is this project dependent on a foreign supplier?
14-For international projects: Is this contractor a global supplier?
15-For international projects: Is the global supplier willing to share the risk?
16-Is your project properly placed on the contractor’s priority list?
17-Is the contractor’s staffing support for your project, sufficient (ok)?
18 – Firm has tight oversight of vendors and oversight program?
19 – Employees are allowed to write checks to cover their own expenses without administrative/supervisory oversight?
20 – Employees/managers (all personnel) are required to list all outside sources of income before starting to work on the project.
21 – Are employees accepting pay from outside sources after accepting employment on the project?
22 – All employees required to abide by firm’s formal conflict-of-interest rules?
23 – All employees are trying to avoid the appearance of a conflict-of-interest?
24 – Employees are giving selected vendors unfair access to firm’s management?
25 – Employees are/appear to be favoring selected vendors over competing vendors?
26 – Contractors supervise other contractors on this contract? (Yes = Bad)
27 – Do contractors feel the need to wildly inflate bids due to firm’s bureaucracy, changing plans an excessive overhead? (Yes = blue)

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PERSONNEL:

1 – Was a background check done on the contractor firm’s officers?
2 – Is the project being supported by competent contractor people?
3 – Does the contractor’s workforce have the experience to handle this type of project?
4 – What is the average support person’s length of service on this type of project?
5 – Will the contractor have to climb a big learning curve to learn the project?
6 – Is the contractor’s workforce credible and ethical?
7 – Is this project an extremely complex task?
8 – Is the project task performed by the contractor a critical one?
9 – Does the contractor’s personnel have the expertise to do the work?