Winning a federal contract is a huge milestone. After weeks—or even months—of proposals, revisions, compliance checks, and negotiations, getting the award notification can feel like crossing the finish line.

But in reality, it’s just the beginning.

For many federal contractors, the most costly mistakes don’t happen during construction or execution—they happen before the project even starts. Missteps in planning, communication, compliance, or mobilization can lead to delays, cost overruns, strained relationships with agencies, and even contract termination.

After years working in commercial and federal contracting, we’ve seen a pattern of avoidable issues that repeatedly create problems before day one. Below are some of the most common mistakes federal contractors make before projects begin—and how to avoid them.

1. Treating Contract Award as the “Go” Signal

One of the biggest mistakes contractors make is assuming that once the contract is awarded, work can begin immediately. Federal projects rarely move that fast.

Between notice to proceed (NTP), pre-construction meetings, submittal approvals, and security clearances, there is often a significant gap between award and mobilization. Contractors who prematurely order materials, schedule crews, or commit resources can find themselves absorbing unnecessary costs.

Best practice:
Slow down and confirm all contractual start requirements. Understand what approvals, authorizations, and documentation must be in place before any work begins.

2. Incomplete Understanding of the Scope

Federal contracts are detailed, but they’re also complex. A common mistake is relying too heavily on high-level summaries instead of fully dissecting the scope of work, specifications, and referenced documents.

This can result in missed requirements, underestimated labor, or overlooked deliverables—especially when it comes to reporting, documentation, or phased work expectations.

Best practice:
Conduct a full scope review with your project team, estimators, and key subcontractors. Clarify ambiguities early and submit RFIs before assumptions turn into change orders or disputes.

3. Underestimating Compliance Requirements

Federal contracting isn’t just about building or delivering—it’s about compliance. From certified payroll and Davis-Bacon wage requirements to cybersecurity, safety plans, quality control programs, and reporting obligations, compliance is baked into every phase of the project.

Many contractors don’t fully prepare their internal systems before kickoff, which can lead to compliance violations before work even starts.

Best practice:
Ensure your compliance infrastructure is in place ahead of time. This includes payroll systems, documentation processes, training records, safety programs, and reporting workflows aligned with federal standards.

4. Weak Subcontractor Vetting and Alignment

Subcontractors play a critical role in federal projects, but not all commercial subs are prepared for federal requirements. A frequent mistake is assuming that a good commercial subcontractor will automatically perform well on a federal job.

Without proper vetting, subs may struggle with compliance, documentation, schedule discipline, or communication with government stakeholders.

Best practice:
Vet subcontractors specifically for federal experience. Confirm they understand compliance requirements, reporting expectations, and contractual obligations before onboarding them to the project.

5. Poor Communication Planning

Federal projects involve multiple stakeholders—contracting officers, project managers, inspectors, safety officers, and sometimes multiple agencies. Contractors who don’t establish clear communication channels early often face confusion, delays, and misaligned expectations.

This includes internal communication as well. If your field team, office staff, and leadership aren’t aligned, issues escalate quickly.

Best practice:
Establish a communication plan before kickoff. Define points of contact, reporting frequency, meeting schedules, and escalation procedures. Clear communication builds trust and prevents unnecessary friction.

6. Ignoring Risk Management Early On

Every federal project carries risk—logistical, financial, regulatory, or operational. Contractors who fail to assess risks before mobilization often end up reacting instead of planning.

Weather constraints, access restrictions, material lead times, security protocols, and agency approval timelines all need to be considered before the project begins.

Best practice:
Perform a proactive risk assessment during pre-construction. Identify potential challenges and develop contingency plans before they impact schedule or cost.

7. Lack of Internal Project Ownership

Finally, one of the most damaging mistakes is unclear internal ownership. When roles and responsibilities aren’t defined, tasks fall through the cracks—submittals get delayed, compliance items are missed, and accountability suffers.

Best practice:
Assign clear project leadership from day one. Ensure everyone understands their role, responsibilities, and authority level before the project officially kicks off.

Setting the Project Up for Success

Federal projects reward preparation, discipline, and attention to detail. The contractors who consistently succeed are the ones who treat pre-construction as a critical phase—not a formality.

By avoiding these common mistakes and investing time upfront in planning, compliance, and communication, federal contractors can protect their margins, strengthen agency relationships, and deliver successful projects from start to finish.

At the end of the day, success on a federal project doesn’t start when the first shovel hits the ground—it starts long before that.