Job Responsibilities for Project Manager

The project manager is the company’s project specific expert. They are first and foremost responsible for the detailed planning and successful execution of their projects. They are also responsible for the detailed review and complete understanding of the project from receipt of RFP to project completion and turnover.

Bidding/Preconstruction

RFP Response:
Each RFP response shall include detailed pricing, a complete schedule and a detailed logistics plan prepared by the PM team.
Other items including in-house estimates, marketing and insurance are by other team members.

The following items are to be coordinated and assigned upon receipt of RFP by the PM for final submission .

Other responsible team members:

1. Marketing packet- Marketing Coordinator

2. Insurance, statement of Qualifications, and prime contract review – Operations

3. Financial requirements - Controller

4. Final review and approval - Ownership

The following items are to be tracked and submitted to the client by the bidding PM, to avoid late RFP responses.

Pricing:
Upon receipt of an RFP and approval from ownership it is the responsibility of the PM to completely descope the plans either by himself or with the help of his PE for bidding. This includes a thorough review of all plans, specs, addendums and other project information. The PM will then develop a detailed and complete narrative and CSI list outlining the scope of the project and submit these to the bid coordinator for bidding. The PM at this time will very often have to assist the bid coordinator by contacting key subs for pricing. Coverage of scopes is a shared responsibility between the coordinator and the PM team on every project. The PM will prepare for ownership an RFP review for ownership sign off on project pursuit.
Upon receipt of pricing it is the responsibility of the PM to evaluate the subcontractor proposals prior to preparing our RFP response. All subcontractor scopes must be reviewed for completeness prior to use in client RFP response.

Job Setup:
During development of our bidding sheet for RFP response the PM will completely fill out a job setup for use in review of RFP prior to issuance. This job setup (aka budget) will be used and updated for any cost impacts, and COR’s both compensable and non-compensable. This sheet must be continuously and accurately updated in real time.

Scheduling:
It is the responsibility of the PM to establish during bidding a reasonable construction schedule. This schedule should always include lag time for potential early completion and/or project delay absorption. A separate schedule must be prepared and issued to the field and used for subcontracts, this schedule should be accelerated, doable but accelerated. This is our goal schedule and the delta between this “field schedule” and our “owner contract schedule” provides our opportunity to both deliver early, as well as absorb unforeseen delays.
Maintaining the schedule timeline will at times require contingency planning, added hours, or a revision to workflow. Once a potential slippage has been identified the PM will immediately begin internal ownership discussions to review his plan to avoid delays. All schedules are to be updated weekly. Updated schedules are to be saved separately with new dates in the saved file name to delineate between contract schedules and job progress schedules.

Logistics:
During bidding and after site walk the PM shall create a complete logistics plan for the site.

RFP Submission:
All RFP requirements are to be cleanly laid out in one PDF document for client submission. It is the responsibility of the PM to submit a clean RFP response.

Course of Construction

Overview:
The PM’s role during construction is to make sure the project is on time and on budget. The PM needs to see the overall big picture of the project and be able to prioritize what is important daily. All issues whether owner, design team, vendors or field team end with the PM. It is the PM’s responsibility to make sure ConAm always acts in a professional and timely fashion.

Schedules and Materials:
At the onset of the project, the PM will confirm distribution of the project schedule to all subcontractors and ensure all material orders are placed. This will help avoid any potential material delay concerns.
Schedules are required to be updated on a weekly basis.

RFI’s / Submittals/Transmittals:
It is the responsibility of the PM to maintain up to date RFI and Submittal logs. The PM should be checking logs with outstanding responses from design team, vendors, and owner to make sure that there is no delay with getting RFI’s and Submittal’s answered. PM’s may often be tasked with prioritizing RFI’s to maintain schedule. All potential cost and delay RFI’s should be flagged as critical in both the meeting minutes, the appropriate log and via email to the team.
Once an RFI is answered and/or a submittal is approved a final copy of the document must be saved to the server for closeout purposes.

Cost Control:
It is the responsibility of the PM to Maintain accurate costing. PM is always required to maintain current Job setups. Any variations must be reviewed by ownership and explained.

Document Control:
It is the responsibility of the PM to maintain clear and organized document control on both our server and on Procore. All documents should be organized into appropriate folders from bidding through project completion. Please refer to the attached “ConAm document control outline.”

Team Communication:
It is the responsibility of the PM to maintain constant team contact to complete a project on time and on budget. The PM must have daily contact and confirmation that all work is and will proceed as planned and scheduled. This contact includes all team members both internal to ConAm and external (subs, client, consultants, and design team, etc.)

Change Orders:
Change orders need to be tracked on an ongoing basis both from vendors and to the owner. An accurate log should be maintained weekly and job-setups to be updated each time a COR is created or received.
Each change order received from a vendor should be thoroughly reviewed against the contract documents and the vendors approved sub-contract. Any inconsistencies should be brought up to the vendor immediately. If the change order is valid to go to the owner, then an official COR should be created with all supporting backup included.
After COR approval by client. The approved COR and any correlating sub change order backup must be handed off to the admin for entry and coding into Procore. This must include all appropriate CSI codes job numbers.

Communication:
The PM should be talking daily with their superintendent to determine what the super may need in the field. It is the PM’s role to take concerns from the field and address them with vendors and/or clients.

Design Changes:
Upon receipt or notification of design changes, PM, and PE, when applicable, will immediately review revised document and identify scope. Once review is complete this will be issued to the appropriate subcontractor, at this time PM to issue confirming email outlining changes to the design team. This is confirmation must include the entire design team. Upon receipt of pricing for change Pm shall prepare a prompt COR referencing the change and the confirming email.

Meetings:
The PM will be responsible for all meeting minutes whether required by the owner or not. The PM is to write the history of the project with the meeting minutes. The PM is responsible for scheduling the meetings, setting up the conference call invite and dial in. The meeting minutes should always include the look ahead schedule, RFI and Submittal log, section for material delays (if any), and any specific information required for that week’s meeting.

Project Completion

The PM will need to assist the job coordinator with a complete close out package. The closeout process should be smooth from a construction stand point as it is expected we will have undertaken a thorough “pre- punch”. The closeout package will include answered RFI’s, approved submittals, as-built drawings, reports, permit cards and any other pertinent information. The PM should plan for an internal review meeting with ownership to discuss issues that arose during the project and how future project might avoid these issues. The PM will be responsible to close out all bookkeeping items (COR’s, added work, billings). The PM will be responsible and the main point for any warranty items that may arise after construction.

General

Procore:
The PM should be checking Procore daily for each project. They need to review RFI’s and

Submittals for anything outstanding or missing the requires attention. The PM should also be reviewing photos daily to ensure they see what has happened each day and organize photos in a relevant manor.
The PM will need to setup a daily report template for each project so that ProCore automatically sends out a report to the PM, Super, Client. The daily report is our way of ensuring that information is being provided to the client daily. Procore “Pre punch” is required on every project beginning at the 70% complete milestone.

Company Ethics:
The PM is the face of the company to each project client. It is always imperative that the PM acts professionally and courteously. This extends not just to the client but to ConAm’s vendors, project architects and design team and anyone related to the project.

Job Type: Full-time

Pay: $140,000.00 - $180,000.00 per year

Benefits:

• 401(k)
• 401(k) matching
• Dental insurance
• Health insurance
• Paid time off
• Vision insurance

Compensation package:

• Bonus opportunities
• Yearly pay

Experience level:

• 10 years
• 11 years
• 3 years
• 4 years
• 5 years
• 6 years
• 7 years
• 8 years
• 9 years

Schedule:

• Day shift
• Monday to Friday

Experience:

• Project Management: 3 years (Required)
• GC: 3 years (Preferred)

Ability to Relocate:

• San Clemente, CA 92673: Relocate before starting work (Required)

Work Location: In person