Punch List Checklist

Each subcontractor foreman walks their own scope first and clears obvious defects before the architect's walk. Pre-walk by the GC super weeds out items that should never have hit the formal list — missing escutcheons, unpainted touch-ups, debris in fixtures.

Use the latest bulletin/ASI set, not the bid set. Approved submittals (finishes, hardware, fixtures) are the reference for what was supposed to be installed — punch items get rejected when the walker calls out a finish that matches an early submittal but not the as-approved revision.

Configure the punch list tool with rooms, trades, and responsible subs pre-mapped to scope. Photo-capture and location pins on the floor plan are non-negotiable — "door doesn't close right" without a room number and a pin is a punch item that never closes.

Move systematically — typically top-down or by stack — so no rooms get skipped. Tag each item with room number, trade, photo, and description. Items that are scope changes or owner additions get flagged separately as PCO candidates rather than punch.

Drywall pops, paint touch-ups, ceiling tile alignment, millwork joints, flooring transitions, door hardware operation, casework reveals. Reference the approved finish schedule when calling out paint sheen or wall-base profile mismatches.

Diffuser alignment, thermostat location, light-fixture lensing, sprinkler escutcheons, exit-sign visibility, fire-extinguisher mounting heights per NFPA 10, ADA-mounting compliance for switches and devices. Coordinate with the commissioning agent's findings — don't double-list Cx items as punch.

Each item gets one named sub. Items that span trades (drywall patch in a wall the electrician opened) get a primary sub and a coordination note. Disputed assignments — "that's not our scope" — get escalated to the PM with the subcontract scope sheet, not negotiated by the super on the fly.

Standard target is 14 calendar days for most punch items, longer only for items with material lead times (replacement doors, custom millwork). Send via Procore or email-to-Procore so the issuance date is logged for retention disputes later.

Super reviews open items each morning at the daily huddle. Aged items (more than 7 days open past target) are called out by sub with a recovery commitment. Don't let "in progress" mask a stalled item — require a date, not a status.

Super verifies each "complete" item before flipping it for architect re-walk. Subs marking their own items closed without GC verification is the leading cause of re-walks running 3+ rounds. Photo of the corrected condition attached to each item.

Architect signs off on items the GC has marked verified. Items rejected on re-walk reset to open with a note from the architect on what's still wrong — common reasons are wrong paint sheen, transition strip not flush, hardware backset off.

For items the original sub will not complete, issue a written back-charge notice per the subcontract before having another trade complete the work. Document the corrective scope, hours, and materials so the back-charge survives a dispute at retention release.

GC field crew or a replacement sub completes the work. Track time and materials separately under a back-charge cost code so the deduction from the original sub's final pay app is clean.

G704 names the date of substantial completion, attaches the final punch list as the deficiency exhibit, and starts warranty clocks. Owner, architect, and GC all sign. The date matters — it triggers warranty start, retention reduction, and (often) liquidated-damages cutoff.

Final unconditional waiver from every sub, sub-sub, and supplier on the project before retention release. Releasing retention without a complete waiver set leaves the owner exposed to a lien from a lower-tier claimant — a common, expensive closeout failure.

As-builts (record drawings), O&M manuals, warranty letters, attic stock receipts, training sign-offs, commissioning report, final inspection sign-offs from AHJ, certificate of occupancy. Punch list closure log is part of the package as evidence the building was delivered to spec.