But... something changes. Now maimed with an exceedingly outstanding budget and a ticking clock, you're trying to work a miracle in salvaging your investment. Instead of working with your contractor, you seem to work against your contractor. It was going so well-so, how did this happen?

The biggest culprit in the breakdown of investor/contractor relationships is communication-or the lack thereof.  Good communication between you and your contractor is the best way to ensure that your project runs smoothly without any glitches.

Fortunately, there are measures you can take as an investor. The first is called a contractor's agreement, a pledge that outlines all possible provisions for the most common glitches in investor/contractor relationships.

The first type of problem, covered by a contractor's agreement, is the quality of materials. The pitfalls of miscommunication allow for a misunderstanding of expectations; the investor expects one outcome, while the contractor plans for something totally different. The key to solving this problem is to be exact; when drawing-up the agreement, be as meticulous and precise as possible for price and time frame-leave no room for guesswork. This is doubly useful for novice investors and contractors who may forget the details. Remember: It's always better to learn from others' mistake than from your own!

Suppose an investor employs a contractor to paint a house. Equipped only with a mental notepad, the contractor journeys to Lowes and buys $20 in low quality, watered-down paint. He or she paints the living room and is pretty darn proud of their work. Receiving a call from the contractor, the investor excitedly races to the property to review the painted room-only to grow a grimace.

Again, the problem lies in the lack of details-clear-as-day instructions of exactly what the investor envisions. Without details, the contractor selected and used the inferior product, and their relationship became strained.

The second problem I'd like to discuss with you concerns the other half of the equation: the quality of workmanship. Recall the last example. Suppose the implied request called for getting the job done cheap with quality paint. In order to complete the job for the quoted price, the contractor decides to forgo preparatory means to cut the wage bill. Again, the investor is disappointed due to the quality of workmanship misunderstood by the contractor; rushing the job to save money left noticeable blemishes.

A few simple tips can evade both problems associated with quality. First, don't assume quality work will be done regardless of the quoted price. With the previous example in mind, you should assume that corners will be cut to meet a budget.

Secondly, an established materials list should indicate specific materials desired by the investor. By eliminating these probable points of confusion, the list gives both parties consistency and piece of mind, as they know exactly what is expected.

The documented items also save you implicit time costs; you already know what works and what doesn't. You can save more time by calling the documented items into your local Home Depot-your items will be ready when you pick them up! You'll learn that having such a list is preciously convenient: Once the list is done, it's done-and ready to work for you.

With the quantity side of the equation set up, it's time again for the product, or quality side. Scope of work describes (in detail) the quality of work expected on behalf of the contractor. Once again, clear descriptors are required to convey your exact message. Remember, communication is a two-way street.

Due to the subjective nature of aesthetic quality, always assume that the message is not clearly defined; if the investor wants smooth walls or ceilings, he/she must verbalize the request. Remember, leave no room for guesswork!

Also, in scope of work, each contractor receives a materials list and an explicitly instructed scope of work. With all expectations remaining the same, only the price should vary.