A foreman gets told, “Go ahead and move that pipe,” or “Add another footing while you’re here.” The crew does the work because the schedule is tight. Two weeks later, the office tries to bill it, and the answer is: “Where’s the approval?”
That is why knowing how to document change orders matters. A change order is not just extra paperwork. It is the record that connects added work in the field to added money on the invoice. Without that record, your crew can spend hours and materials on work that becomes hard to prove, hard to price, and easy for someone else to deny.
For subcontractors, the best process is not complicated. It needs to be fast enough for the jobsite, clear enough for the office, and complete enough to hold up when payment is questioned.
Start Documentation Before the Extra Work Begins
The strongest change order is documented before the crew starts work. That is not always possible. Emergency repairs, safety issues, and schedule pressure can force a quick decision. But even then, someone should create a record immediately.
The first step is to identify what changed from the original scope. Be specific. “Additional electrical work” is too vague. “Install two owner-requested 20-amp circuits for break-room equipment not shown on the issued electrical drawings” gives everyone something concrete to review.
Record who requested the change, the date and time of the request, the job location, and the drawing, specification, proposal, or original scope item affected. If the superintendent gives direction verbally, write down their name and send a same-day confirmation. A short message that says, “Per your direction today, we are proceeding with the added work described below, pending formal written approval,” can prevent a costly disagreement later.
Do not treat a casual conversation as approval. A foreman may have authority to coordinate work, but not to approve added cost. Your contract should define who can authorize changes. If it does not, ask the general contractor or customer before the work begins.
What Every Change Order Record Should Include
A good change order tells the full story without making anyone hunt through texts, paper tickets, and memory. The field should be able to capture the basics in minutes, while the office fills in pricing and sends the formal request.
Each record should include these core details:
- A unique change order number tied to the project and contract
- The date, requester, and person who received the request
- A plain-language description of the added, deleted, or revised work
- The reason for the change, such as owner request, plan conflict, concealed condition, or code requirement
- Photos, marked-up drawings, messages, or other supporting evidence
- Labor hours, equipment time, materials, subcontractor costs, and markup
- The cost impact, schedule impact, and approval status
The description is where many subcontractors lose leverage. Write it so a person who was not at the jobsite can understand what happened. Include quantities and locations whenever possible. For example: “Remove and replace 180 linear feet of existing fence at the north property line due to revised owner layout.”
If the change includes deleted work, document that too. A fair record protects your company when costs go up, but it also shows that you are handling credits honestly. That builds trust and reduces arguments on future work.
Capture Field Proof While the Work Is Visible
Photos are often the difference between a clean approval and a long back-and-forth. Take photos before, during, and after the work when the condition supports the claim. This is especially useful for concealed conditions, rework caused by others, damaged materials, changed site access, and work that will be covered by concrete, drywall, soil, or ceilings.
A photo by itself is not enough. It should be attached to a record that explains what it shows, where it was taken, and why it matters. A picture of an open trench means more when the note says, “Unexpected rock excavation at building B water line, 10/8, requiring breaker attachment and added labor.”
Daily logs should support the change order as well. The crew lead can note that three workers spent six hours on owner-directed extra framing, list the equipment used, and identify the area of the job. Those details create a time-stamped record before anyone has a reason to dispute it.
This is where a field-friendly system pays off. When foremen can log time, job photos, materials, and notes from a phone, documentation happens while the facts are fresh. SimplySub gives subcontractors one place to connect those field records to the right job instead of sorting through paper tickets after the fact.
Price the Work With Real Job Costs
A change order should show more than a round number. Price it based on the work required to perform the change, not on what you hope the customer will accept.
Start with direct labor. Use actual crew classifications, expected hours, payroll burden, and overtime if the schedule requires it. Then add materials, equipment, rentals, disposal, permits, delivery, and any lower-tier subcontractor costs. If the added work disrupts your sequence or requires a return trip, include that impact when your contract allows it.
Markup depends on your contract and customer. Some agreements set a fixed percentage for overhead and profit. Others require detailed backup. Follow the contract first. If the contract is silent, submit a clear breakdown and make the markup visible rather than burying it in a vague total.
Schedule impact deserves the same attention as cost. An added pour, a delayed material release, or rework in a finished area can affect crew availability and the next job on your calendar. Sometimes the added work is small but the disruption is expensive. State whether the change adds working days, changes a milestone, or requires acceleration. If there is no schedule impact, say that too.
Get Written Approval and Track Its Status
Submitting a change order is not the same as having an approved change order. Your team needs a simple status process so no one assumes the money is secured when it is still under review.
Use clear stages such as draft, submitted, approved, rejected, and work completed. The exact labels matter less than everyone using them the same way. The office should know which items can be billed, which need follow-up, and which were performed at risk.
When approval comes in, save the signed document, approved email, or customer portal notice with the original request and backup. Verbal approval can keep work moving, but get written confirmation as soon as possible. If a general contractor directs you to proceed without a formal change order, document that direction and state that pricing will follow under the contract’s change process.
There are times when proceeding before approval makes business sense. A water leak cannot wait for a signature. A critical path issue may force a decision. In those cases, the owner or manager should make a deliberate call based on the relationship, contract terms, dollar amount, and risk. The mistake is not taking urgent work. The mistake is taking it with no written trail.
Tie Approved Changes to Billing
An approved change order should flow directly into your billing process. If it stays in a separate spreadsheet or email folder, it can disappear when the invoice is prepared.
Before sending a progress bill or final invoice, review every approved change order for the job. Confirm the approved amount, retainage, tax treatment where applicable, and whether the customer expects the item billed as a separate line or rolled into the contract total. Include the change order number on the invoice so the customer’s accounting team can match it quickly.
For time-and-material work, submit tickets and backup on the schedule required by the contract. Waiting until the end of the month to organize daily tags is risky. The person who saw the work may be on another job, and the customer may claim they never received notice.
Make the Process Easy Enough to Use Every Day
The best change order process is the one your foremen will actually follow at 4:30 p.m. after a long day. Keep the field form short. Require the essentials: what changed, who directed it, where it happened, photos, labor, materials, and a signature or confirmation when available.
Train crew leads on one rule: if it is outside the original scope, document it before the evidence disappears. They do not need to calculate markup or debate contract language from the field. They need to capture the facts and alert the office.
A small amount of discipline at the jobsite protects the margin you worked hard to estimate. Document the request, prove the work, price it clearly, and follow it until it is approved and billed. That is how extra work stops being a favor and starts being paid work. See how SimplySub can support your field documentation by scheduling a demo or reviewing pricing.
