As this repair continues, there are a few business lessons to be learned.
The first has to do with the customers expectations, and how they can change. When it was an 'insurance claim,' it was 'get more fans, more dehimidifiers, things must be perfect.' After the claim was denied, and the HO was paying the bill, it was 'do we really need 16 fans, 4 dehimidifiers, and a crew of three guys?'
With the HO now directly involved in the repair, work slowed to a glacial pace. There was no systematic approach, but a helter-skelter effort as they reconsidered just what they wanted done. Being non-construction people, this involved painstakingly opening/ taking apart nearly every wall, repeating the earlier design errors, and hiding all manner of hackwork behind the paneling.
(Side note: For those who like to 'back-stab,' those connections do not like being wiggled about).
At this point, a good $5K into the clean-up, it takes several days to get the HO to spring $1.50 for a piece of molding. Nor is the HO willing to explore commercial supply houses; if it's not at the box stores, it is off the radar.
Another factor slowing things down is the HO re-evaluating every visible element. It's not enough to replace the baseboard; now every room is re-evaluated as to the type of baseboard, etc.
The HO has no idea as to the 'sequence of operations.' For example, they want a certain room reoccupied first, yet this is the only room where cutting and painting can be done. There's a conflict there.
Finally, as the project drags on, the HO is losing enthusiasm, brooding on how long things are taking, feeling overwhelmed by the work necessary, and falling into a depressed lethargy. Not good.
