PROJECT MANAGER

RESPONSIBILITY IN
BUILDING PROJECT
PROJECT MANAGER RESPONSIBILITIESVV

Project managers play the lead role in planning, executing,

monitoring, controlling, and closing out projects. They are
accountable for the entire project scope, the project team and
resources, the project budget, and the success or failure of
the project.
The project management phases intersect with 10 knowledge
areas, which include integration, scope, time, cost, quality,
human resources, communication, risk procurement, and
stakeholder management.
Highly effective project managers:
•become a strategic business partner
•encourage and recognize the valuable contributions of others
•respect and motivate stakeholders
•stress integrity and accountability
•are fully vested in the success of the project
•are able to “work in the gray”
 PROJECT MANAGER:- THE LEAD ROLE FOR PROJECT SUCCESS
Planning
• Preparing work for the whole team
• Estimating costs
• Developing deliverable schedules as a roadmap
for the construction team
• Following the project in case there is a need to
handle or supervise some tasks
• Reviewing the project in depth to determine if
everything is done according to plan
Manage risks
• This is more like a skill every successful project
manager needs to have. It was really hard for
managers to manage risk.
• Knowing the possible risks and informing the builder
and client about that, can reach a mutual agreement
of how this risk could be handled or shared.
Draft contracts
• The architects
• Materials suppliers
• Subcontractors (electricians, carpenters, heating
and cooling professionals)
• Other third parties involved in the project
keeping all these parties covered with draft contracts is
important for completing the whole puzzle called
construction project.
Hire, fire and supervise
• The project manager is considered the boss on
the construction site.
• The project manager is responsible for getting the
right people to handle all the tasks for a single
project.
The dispute manager
The construction project manager resolves many disputes that
could come on his construction site. Disputes could come in
different forms:
• Between fellow construction workers
• Subcontractors
• The client
• Third parties
• Within the project management team
An unresolved dispute could lead to failure. A smooth engine
needs all its features to run smoothly!
Set goals
• The project manager needs to set specific goals
signed by the client and do everything to meet the
goals.
• The goals establish how many workers and types of
supplies are needed.
• Project managers who got everything ready with set
goals usually end up being the most successful ones.
Stay on budget
• Construction projects are commercial endeavours.
• As the project manager, you need to keep the
money in mind while planning the whole project
and work. The key is in estimation.
Keep client and your
boss on the loop
• The project manager is the boss, but he has
someone above him.
• Most of the project managers do things on
their own.
• They forget that they need to update the client
and his boss about the progress of the
project.
• The project ends up with a huge failure
because of that.
 Like all project management, there are two main concerns in design-build:
• Management and thorough communication of your clients’ wants and needs
to the team
• Management and thorough communication with your design and build teams

CLIENT MANAGEMENT TEAM MANAGEMENT

Dealing with clients can be a challenge. In
order to manage expectations, extremely
thorough communication and realistic
deadlines and design are key. To efficiently
manage a client, it is important for a project
manager to do the following:
– Conduct strict and detailed audits of each
new project
– Review project specifications and contract
design drawings to ensure that the Client’s
needs are being satisfied.
– Inform and advise the client on their
responsibilities and obligations in each
development
– Maintain constant and clear
communication with the Owner, General
Contractor, Architect, Structural Engineer
and Steel Detailers to ensure high quality in
the finished steel structure.
When managing internal teams, a
good project manager has tested
systems in place for managing
efficiency and accuracy. Put simply, the
main goals for managing your teams
are:
– Encouraging designers to use their
talents and experience fully to create
competitive and unparalleled results
– Managing time to ensure that
projects are completed in a quality, yet
cost-effective manner
– Ensuring that each project adheres to
legislation, standards, and codes of
best practice