Agree a change before the work moves on

Describe the difference from the agreed scope

Start with a specific project reference and the original scope, drawing or instruction. Describe what has changed in plain language. “Add two outlets to the east wall after the revised layout” gives a reviewer a decision. “Additional electrical” leaves too much open.

Write down who requested the change and when. A person who asks for work may not be authorised to agree a price or extend the schedule. Check the contract’s notice, approval and submission process before relying on a message or document.

Price a bounded example

This is an illustration, not a recommended market rate. State whether taxes, equipment, travel, subcontractors and markup are included. A markup on cost and a target margin on selling price are different calculations; check which one the agreement uses.

Make the decision readable on a phone

A short change record can contain six things: the work, what is excluded, the price, the schedule impact, the evidence and the person asked to review it. Attach the relevant photo or drawing rather than a whole project folder.

Amendro’s free tool lets you edit a fictional example and print or save a PDF without an account. A saved workspace can share a specific version for acknowledgement. An acknowledgement records a response; it does not independently prove the responder’s identity or replace any signature system required by the contract.

Keep the approval trail when something changes again

If the scope, price or schedule changes, issue a revised version and make the difference clear. Retain the earlier version and its response. An approval of version one should not silently become approval of version two.

Record when the change was actually sent through the required channel. If a general contractor requires its own platform, use that platform for the official submission and keep a reference to it. A document prepared elsewhere does not prove contractual notice was delivered.

Review the process after the next few real changes

Use a small operational measure: how many changes had a priced record and the required response before work started? Separately track time spent preparing a change, time to response and any work performed while the amount remained unresolved.

Do not count a proposed price as earned revenue or assume every approved amount will be paid. The practical goal is a clearer decision and less reconstruction later. Start with one normal, low-complexity change and see whether the counterparty will use the process.