When does a customer choice become a project decision?

A preference is not yet a specification

“We like brushed brass” gives the project direction. It does not identify:

• the product;
• size or model;
• finish code;
• quantity;
• compatibility;
• price;
• lead time;
• installation requirements;
• whether it may now be ordered.

The contractor should not guess those details. You should not have to discover later that your message was treated as approval to spend money.

Five steps can sit behind one choice

1. 1Preference: what you like.
2. 2Selection: the exact option you want.
3. 3Technical confirmation: whether it is suitable and works with the project.
4. 4Commercial confirmation: what is included, what changes and what it costs.
5. 5Procurement authority: whether the contractor may place the order.

A simple choice may pass through these steps quickly. A bespoke window or heating system needs more control than a paint colour.

What you should see before deciding

For a material decision, you should be able to understand:

• what exactly needs choosing;
• what the current agreement includes;
• which options meet the requirements;
• the whole project cost difference, not only a shop price;
• any effect on other work or the completion date;
• the date by which the ordinary programme needs the answer;
• whether the choice is reversible;
• what happens after you confirm it.

If that information is missing, ask a question before accepting the choice or cost.

Why decision dates matter

A decision date should not be an arbitrary deadline. It should work backwards from installation through delivery, manufacture, survey and design review.

For example, doors planned for installation on 30 June may need:

• eight weeks for manufacture;
• two weeks for survey and drawing approval;
• one week for technical, price and customer confirmation.

That makes early April a genuine project decision point. Choosing in May may still be possible, but the supplier, cost and programme need checking again.

The contractor should explain that connection. “Choose soon” is not enough.

Choosing above an allowance

Your project may include an allowance for an item not selected when the price was prepared.

Suppose the accepted allowance is £35 per square metre for tiles. You choose a tile at £48. The relevant question is not simply whether the tile costs £13 more.

The record should show:

• the allowance quantity and what it included;
• the actual supply difference;
• delivery or return costs;
• any change to preparation or installation;
• any contractor margin treatment in the agreement;
• the final adjustment method.

Selecting the tile does not have to mean that you have accepted an unexplained additional total.

Who checks suitability?

You can choose appearance and function without becoming the technical designer.

The project should identify who checks matters such as dimensions, load, waterproofing, power supply, planning conditions, warranty requirements and interfaces with other work. That may be the contractor, designer, supplier or specialist, depending on the agreement.

A product being sold for a purpose does not prove that it suits your particular project.

Does choosing mean the builder can order?

Only if the project makes that effect clear.

Useful statuses include:

• preferred for pricing;
• selected subject to review;
• awaiting price acceptance;
• accepted;
• authorised for order;
• ordered;
• delivered;
• superseded.

Before an irreversible order, check the deposit, cancellation, return, lead-time and manufacture terms.

If you change your mind

Tell the contractor as soon as possible. The consequence depends on whether anybody has relied on the first decision.

A paint colour may be changed before purchase at no cost. A bespoke window may already be in manufacture. A different bath may move pipework already installed.

A fair process records:

• the earlier accepted choice;
• what has already been ordered or built;
• credit or return available;
• additional cost and work;
• programme effect;
• the revised decision.