>> Photo credit: Warner Larson, Inc., Boston, MA
that is part of the builder's scope of work; promises can be made where they shouldn't by field managers wanting to help out and expedite the process. A good relationship is key, but actual phys- ical help or directing the work isn't al- ways a good thing. Input is one thing; however the builder's foreman shouldn't modify the scope of work without all project stakeholders agreeing to modifi- cations to the original scope of work." As with all projects, there are best practices. Emanuel says his include the following: Do: • Be proactive and think outside the
"Don't commit to performing work box.
• Stay in the loop on decisions that af- fect the field manager's ability to man- age/maintain the field when finished. Don't: • Make promises/changes you as the field manager can't keep. • Approve any changes before the field designer/architect (if applicable) or owner approve them. The installation of a new turf field may be one of the most important proj- ects for your facility. And to make it pay off, you need to keep open the lines of communication. Communication, after all, is like currency—it works best when it flows both ways, in equal measures. ■
Mary Helen Sprecher wrote this article on behalf of the American Sports Builders Association. Available at no charge is a list- ing of all publications offered by the ASBA, as well as their Membership Directory. For info, 866-501-2722 or www.sports- builders.org.
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