What is snagging, and what is not a snag?

What snagging is

Snagging is the structured identification and resolution of defined minor outstanding, incomplete or defective items around completion.

A useful snag identifies the exact location, observed issue, relevant agreed requirement, proposed response, responsibility, target date and closure evidence.

For example:

“Bedroom 2, left side of window reveal: visible unpainted strip approximately 150 mm long. The agreed decoration scope includes the full reveal. Please confirm a correction date.”

That is much easier to inspect, answer and close than “decorating poor throughout”.

What should be kept separate

Outstanding work is work already included but not finished.

A snag is usually a minor finishing, adjustment or correction item around completion.

A defect allegation claims that work does not meet an applicable requirement. It may be minor or serious and could need expert assessment.

A preference or change of mind means the work may match the agreement but the customer now wants a different result.

New work was not in the accepted scope.

These categories matter. A contractor should not charge to correct its own defective work merely by calling the customer’s concern a variation. A customer should not add new shelves, a different paint colour or an upgraded fitting to the snag list merely because the contractor is still on site.

Does completion mean everything is perfect?

Different contracts define practical or substantial completion differently. There is no universal Assurr definition that overrides the contract.

The practical principle is that minor items may remain even though the project has reached a meaningful completion state. More serious incomplete work, unsafe conditions or missing requirements may prevent that state.

The basis should be agreed before the final inspection, not invented when money is due.

Can final payment be withheld for snags?

The existence of a snag does not automatically answer how much payment may be withheld. The contract, seriousness, value of remaining work, ability to separate items and any agreed retention all matter.

A small item should not become unrelated leverage over the entire final account. A material incomplete requirement should not be dismissed merely because the contractor wants to close.

Assurr identifies completed work, open items, relevant value where it can be stated fairly, correction plans, required documents and the supported payment options. It must not promise a particular result or tell users what amount may lawfully be withheld.

Give the contractor an opportunity to respond

Where appropriate, describe the item precisely and allow reasonable access and time to inspect or correct. What is reasonable depends on urgency, safety, parts, availability, disruption and the contract.

The record should show:

• when the issue was raised;
• how the contractor responded;
• proposed visits and access;
• work completed;
• evidence of correction;
• any remaining disagreement.

Refusing access can affect the practical and legal position. Serious or unsafe matters may require faster independent advice.

Handover is more than the visible finish

A project may require keys, commissioning records, electrical or gas certificates, Building Control documents, warranties, manuals, maintenance information, as-built drawings, product schedules, supplier details and a reconciled final account.

A room can look finished while its handover remains incomplete.

Agree the required documents before closeout and link them to the project. Do not rely on finding them in old emails later.

Closing an item

Closing a snag should record that the agreed action has reached the project state required for closure. It does not make Assurr the inspector or remove rights beyond the governing agreement.

The final record should preserve open exceptions rather than deleting them to make the project look complete.

A fair end to the project

Customers deserve the work and documents they agreed to receive. Contractors deserve a finite, specific list and a clear route to payment and closure.

Categorise each item. Link it to the agreement. Record the response. Close what is complete. Escalate only the matters that remain genuinely unresolved.