28 Laws of Contracting: Construction Management Guide

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Preface	p. 7
Avoid the Fantasy Land of Wishful Thinking	p. 11
Use Discovery to Control the Options	p. 16
The Customer is Not Always Right	p. 23
Good or Bad, the Customer Is the "Chairman of the Board"	p. 25
If It Walks Like a Duck and Quacks Like a Duck, It's a Duck	p. 29
Some Projects Are Better Left to the Next Guy	p. 33
The Contractor is the "Captain"	p. 36
Architects are Only Designers	p. 40
Planning is Not Just Scheduling	p. 45
Don't "Rig Your Ship" for the Wrong Voyage	p. 49
Draw a Line in the Sand	p. 52
Estimating Is Almost as Important as Scheduling	p. 56
The Pen Is Mightier than the Sword	p. 59
Use the Contract as a Rifle, Not a Shotgun	p. 63
If the Contractor Wins, the Customer Wins	p. 66
Anything You Give Away for Free Is Valued as Worthless	p. 70
Only Profitable Jobs Have Happy Customers	p. 74
Scheduling Is Almost as Important as Estimating	p. 79
Scheduling can Make the Biggest Dummy Look Smart	p. 84
You Can't Pour Concrete Before Setting Forms	p. 90
Time Is of the Essence	p. 95
Nobody Can Tell the "Captain" How to Sail the Ship	p. 100
Customers Are Responsible for Ripple Effects	p. 104
Subcontractors Are Like Three-Legged Stools	p. 107
A "Wronged" Subcontractor Is an Infection	p. 111
The Subcontractor's File Cabinet is the Truck Floor	p. 115
Money is the Project Scorecard	p. 119
Never Show a Chink in Your Armor	p. 125
Index	p. 129
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