Senior Project Manager at Landmark Properties, Inc.
Posted in General Business 30+ days ago.
This job brought to you by eQuest
Location: State College, Pennsylvania
The Senior Project Manager supervises and coordinates the safe completeion of projects on time, within budget, and with the quality specified. The project manager manages all aspects of a project including planning, scheduling, cost control, general supervision and labor relations. He/she will delegate more day-to-day functions to the project team while maintaining overall responsibility and success of the project. The Senior Project Manager provides necessary training for their assigned project staff. He/she may manage multiple projects, assist in management of larger projects, or be solely responsible for a single large project. He/she should maintain a good working relationship with the Development Division. Additionally, the Senior Project Manager must be able to identify and tain Project Managers, Project Engineers, and Assistant Project Managers.
Experience: 5-10 years of experience in residential and mixed use building construction. Must have managed all phases of construction on multiple projects or single large projects.
Education: Four year college degree or demonstrated equivalent experience.
Other: Proficient computer skills in word processing, accounting software (SAGE), spreadsheets, Microsoft Project (scheduling), and job cost software (PROLOG). Uphold a high level of professionalism and possess interpersonal, presentation, and leadership skills.
The Senior Project Manager is accountable to the Vice President to whom he/she is assigned in all matters concerning the Company and project operations.
Duties and Responsibilities:
Four most important responsibilities are:
1. Understand the contract between owner and General Contractor in relationship to protecting Landmark regarding construction issues.
2. Get paperwork to subcontractors and owner completed in a timely manner. (Get contracts out to subcontractors regarding scope). (Get Superintendent to review scope before submitting scope to Director of Construction Management for his review)
3. Stay up to date with owner change orders as they relate to subcontractor change orders.
4. Keep men, materials, and equipment in front of Superintendents and manage budgets for these items effectively.
Other duties and responsibilities include:
1. Supervise Safety Program at the jobsite and with the Superintendent monitor the bi-monthly safety reports from the Vice President.
2. Supervise Quality Program and address all issues listed on the Quality Report by the Vice President.
3. Verify that a subcontract agreement or purchase order is executed and that all insurance requirements have been satisfied and are in compliance with LANDMARK Standards prior to subcontractor mobilizing on site. One payment will be made to any subcontractor or vendor from a signed and executed letter of intent. NO subcontractor will be paid without insurance requirements in place.
4. Initiate and maintain all required project schedules.
5. Implement administrative procedures for the project that satisfy the contract requirements and all items necessary for the efficient and proper execution of the work. All procedures are to be in accordance with established "Landmark Policies and Procedures Handbook".
6. Examine all construction documents for appropriate construction details and completeness of information, potential design deficiencies, code violations, and constructability. Bring all required items to the attention of the Architect and Vice President.
7. Assure that each individual and their supervisor know and understand the duties, responsibilities, and authority of each staff member on the project team and how they relate to other staff members.
8. From initial bid through the final payment, ensure that the project costs are properly controlled and forecasted using Timberline. This includes the maintenance of buy-out logs, change order logs, and cost reports, which are to be carefully monitored and kept up to date in Timberline. (NO EXCEPTIONS)
9. Create an Internal Progress Report (IPR) on a monthly basis which gives a cost summary, schedule overview, and a forecast for where the project will be at completion.
10. Buy-out to be completed within 90 days from the date of the Owner/Contractor Agreement.
11. Establish and maintain professional and effective relations with the Development Team, Architects at the Senior Vice President's direction, meeting with them on a regular basis to review all aspects of the project. Keep the Architects and Director of Construction Management informed of the budget status and is available for consultation and help as required.
12. Assure that applications for payment are promptly and properly submitted, payments promptly received, and funds properly dispersed to subcontractors and suppliers. This includes the timely review, approval, and processing of subcontractor and vendor payment applications and payments.
13. Provide notices as required by contract and as necessary to document substandard performance by subcontractors.
14. Keep management informed on all appropriate matters as to the progress of the project, financial status, Owner/Architect relations, personnel evaluations, etc.
15. Remember at all times that LANDMARK is ultimately, through LANDMARKS, a service business and the customers' needs are of primary importance. Should disputes arise, seek a partnered solution to preserve our long-term reputation and business.
16. Coordinate and direct the estimating, purchasing, engineering, accounting, and construction functions as they relate to the project.
17. Be responsible for the development of personnel assigned to the project(s) by monitoring performance, reviewing evaluations, varying assignments, counseling individuals as to future career paths, and promoting a positive project morale.
18. Project Managers must communicate plainly, and be direct with requests and instructions. Make sure others clearly understand instructions and your intended course of action.
19. Provide written documentation for important events, requests, instructions, and conversations and copy interested parties.
20. Attend regularly scheduled meetings such as Staff meetings, OAC, Subcontractor, safety meetings, and meetings with office personnel assigned to your project.
21. Work to maintain a good relationship with owners, architects, subcontractors, suppliers, etc. They are professionals and deserve to be treated with respect.
22. Project Managers are responsible for managing their own time wisely. They also ensure that the time of all employees assigned to them for a particular project is managed wisely. Time sheets shall be kept current and submitted in a timely manner according to Company policy.
23. ALL DUTIES OF THE PROJECT MANAGER, ASSISTANT PROJECT MANAGER AND PROJECT ENGINEER ARE THE ULTIMATE RESPONSIBILITY OF THE SENIOR PROJECT MANAGER.
Project Mangers assist in developing project engineers, assistant project managers, administrative assistants, etc. through continuous training. Continuous training should be promoted in the following ways:
1. Assign new tasks to project engineers. This will allow them to learn something new and will give them more responsibilities.
2. As you assign tasks, make sure that your desires are understood; then make sure you get the results you intended.
3. Set a time frame within which each assigned task should be completed. This will assist in teaching both responsibility and time management.
4. Share your own knowledge and experiences with project engineers and assistant project managers. Teach them what they need to know.
5. Teach project engineers and office administrative assistants how to organize their workplace, which will increase productivity.
6. If a project engineer or assistant project manager is motivated and responsible, don't let him/her stagnate in their work-assign more responsibilities.
7. If you don't know something, ask someone else for help. It is better to ask than make a wrong decision!
8. Demand excellence and set a good example.