An Interview With Adrienne Smoot Edwards, Regeneracy, Inc.

In theory, change orders in construction projects are simply adjustments—modifications to scope, timeline, or materials that allow for flexibility as a project evolves. In practice, however, change orders can create chaos—especially when it comes to project schedules. For subcontractors, they’re not just inconvenient—they’re a major threat to timelines, cash flow, and long-term business viability.

Adrienne Smoot-Edwards, president of Regenacy Inc., a historic restoration firm based in Washington, DC, has seen firsthand how disruptive change orders can be. “People don’t realize how one change order can throw off an entire schedule—sometimes for months,” she says.

The Domino Effect of Change Orders

A construction schedule is often built like a domino setup. Each trade’s timeline depends on the completion of the one before it. When a change order is introduced—even a seemingly minor one—it can delay that entire sequence.

Let’s say a subcontractor is scheduled to restore original woodwork in a historic building. A change order suddenly expands the scope to include custom detailing. That extra detailing might require new materials, design approvals, or specialized labor. But unless the change order is formally approved, work can’t proceed. The subcontractor either pauses entirely or risks not being paid for the additional effort.

“Now you’re stuck,” says Adrienne. “You either wait—which delays everything—or you start the work and cross your fingers you’ll be paid later. Neither option is good.”

Waiting for Approval… and Waiting Some More

One of the biggest scheduling issues around change orders isn’t just the work itself—it’s the approval process.

Subcontractors often aren’t allowed to bill for change order work until the general contractor (GC) has formal, documented approval from the owner. That can take weeks or months. Meanwhile, the subcontractor is expected to keep showing up, stay on schedule, and not cause delays.

“Your original scope might be done,” Adrienne explains. “But you can’t finish because of that pending change. You’re stuck in limbo. You’ve got crews sitting idle, or bouncing between jobs, trying to keep busy while waiting for that green light.”

This uncertainty creates ripple effects that throw off not just that subcontractor’s timeline—but everyone else’s too.

The Myth of “Just One Change Order”

Many project owners and even some GCs underestimate the compounding effect of change orders. They’ll say, “It’s just one detail,” or “It won’t take long.” But that single change can cause delays across multiple trades—especially if it involves structural revisions, material substitutions, or updated design reviews.

“Everything in construction is date-driven—except payment and change order approvals,” Adrien points out. “We’re expected to stay on track no matter what, but the process isn’t built to support that.”

The scheduling impact can be massive:

• Trades pile up: If a finishing trade gets delayed by a pending change, everyone who comes after them is also pushed back.
• Crew inefficiency: Subcontractors may need to reassign crews, leading to demobilization costs and lost productivity.
• Rework risk: If work proceeds before change order approval, there’s a chance it may need to be redone—wasting both time and money.
• Compressed timelines: Once approvals come through, subcontractors are pressured to “make up” lost time—often without consideration for the lost productivity.

The Emotional and Operational Toll

Beyond the logistics, delayed change orders take a toll on team morale and jobsite dynamics. Crews may show up ready to work, only to find there’s nothing they can do until decisions are made. Tension builds between subs and GCs, and communication often breaks down.

Adrienne notes that some GCs expect subs to absorb the delay: “They say, ‘Don’t worry, we’ll issue the change order soon.’ Meanwhile, we’re juggling schedules, rescheduling material deliveries, and trying not to lose our workforce.”

In many cases, subcontractors aren’t compensated for the delay itself—only for the additional scope. That means they’re eating the cost of lost time, disrupted schedules, and jobsite inefficiency.

The Bigger Picture

For subcontractors operating on tight margins and multiple overlapping projects, change order-related delays create logistical nightmares. Workforces need to be carefully managed. Materials can’t sit in a warehouse forever. Equipment needs to move from job to job. And when one project stalls, it can throw the entire calendar off.

These delays don’t just affect the current job—they threaten the subcontractor’s ability to stay competitive and keep future commitments.

“Sometimes I have to turn down work because my current job is tied up in change order hell,” Adrienne says. “It’s not just about one project anymore—it’s about our whole pipeline.”

How the Industry Can Do Better

To minimize the damage change orders inflict on schedules, the construction industry needs to take several critical steps:

• Faster approval processes: Owners and GCs need streamlined systems for reviewing and authorizing changes.
• Clear communication: Subcontractors should be involved in discussions around schedule impacts, not just pricing.
• Schedule adjustments: Project timelines should be revised to account for approved changes—not just glossed over.
• Delay compensation: Subs should be compensated not just for extra scope, but for the real impact to their schedule and business operations.

Until then, change orders will continue to be one of the most disruptive forces on a construction site—especially for the subcontractors who keep those projects moving.

As Adrienne puts it, “We’re told to stay on schedule at all costs. But how can we stay on schedule when the process itself is working against us?”