Construction Project Manager


Manage Scope of Work

  • Clearly communicate with staff to assure Supt., GF, and FMN understand and control the work within the limits of our defined scope and that they report and properly document extra work outside the established scope. All work suspected to be extra work is to be tracked through our PCO system.
  • Investigate all extra work thoroughly before assuming or communicating impacts or guesstimated costs or time.
  • Estimate all extra work in extensive and thorough detail. List and price every definable detail of the work and every factor that affects that work. Present extra work professionally.
  • Negotiate extra work aggressively, but fairly. Be professional, be reasonable, but realize it is not our obligation to protect our counterpart‚ s interests.
  • Adopt a partnering mentality and environment wherever this is possible. Understand and communicate with all participants that what is good for the project is generally good for us all; what hurts any of us, hurts the project and all of us.
  • Prepare, pursue, manage and resolve issues, disputes and claims as soon as possible. Do not allow them to stack up at the end of the job.
  • Claims should be defensive not offensive. Other cooperative means of resolving disputes or issues are preferred.
  • Routinely prepare every issue, at its appropriate stage, as if it were going to claim.
  • Develop systems that assure documented issues can progress routinely into the claims process.
  • Prepare for claim, but actively pursue the best issue resolution alternatives available to avoid claims.
  • Negotiate issues aggressively to protect and promote company interests, but always in good faith.
  • Seek out win-win resolutions where ever feasible. This may require looking well beyond the particular issue at hand.
  • It is not our responsibility to represent our counterpart‚ s interest, but we must not be deliberately deceptive. It is not always necessary or beneficial to tell all we know, but what we do tell, must be true.

Manage Schedule

  • Work with the Supt. or GF to develop an intelligent and strategic Project Schedule. The schedule must establish an intelligent project strategy and be good enough to reasonably plan our work from. Assure our subs and vendors conform to applicable schedule requirements.
  • Develop a thorough list of work activities and durations, with recommended strategic sequencing. Where schedule is slipping due to our performance problems; take appropriate action through Supt, GF, FMN. Where due to our vendor‚ s problems; take appropriate action through timely notifications and all other appropriate recourse.

Manage Cost and Implement Cost Controls

  • Develop aggressive project budgets, with management reserves as directed by Company Sr Project Manager. Assign logical cost codes to budget items.
  • Develop comprehensive schedule of values that tracks the construction work sequences. Front load reasonably.
  • Main office will maintain accounting records for review and evaluation. No other cost accounting should be required. Monitor job cost accounting regularly as needed to assure costs are in control.

Manage Quality

Assure Top Quality and Efficient Construction and Administrative Processes

  • Construction work QC/QA process
  • Subcontractor/vendor QC/QA processes
  • Purchasing and materials QC/QA processes
  • Field engineering QC/QA process
  • PCO, extra work, scope change QC/QA processes
  • Quality in contract compliance requirements processes
  • Quality in document control processes
  • Quality in office management processes
  • Develop systems for Continuous Quality Improvement.

Manage Staff and Supervision / Build a Team

  • All personnel to be treated with utmost respect and common courtesy.
  • Encourage and help facilitate professional development. A portion of staff evaluation should be their efforts and accomplishments toward their own personal, professional development.
  • Provide the resources necessary for staff to accomplish their assigned work. Provide subordinates all of the tools necessary to do an exceptional job.
  • Make excellence the standard. Average is not acceptable.
  • Challenge subordinates to take your job.

Manage Information and Communications

  • Assure field personnel have the information they need to build the project, in a timely manner, without having to deal with volumes of extraneous information.
  • Assure that communication with all project stake-holders is simple, effective concise, and timely. Stake-holders include; GC, vendors and subs, designers, key employees and others as recognized.
  • Assure that we develop, install, provide and maintain effective communications hardware and networking systems to properly support effective field operations, we should budget this cost into every project.
  • Assure that only authorized personnel speak or communicate on behalf of the company.

Manage and Control Risk

  • Implement systems and controls to minimize risk to Company prosperity and security. Monitor their effectiveness.
  • Risk includes, but is not necessarily limited to; questionable owners; poor or inadequate design; difficult project logistics; substandard or low productivity work force; incompetent subs or vendors; environmental problems, weather, differential site conditions, existing facilities, etc.; materials shortages or escalation; anything that presents uncertainty or unknowns must be identified early and their priorities communicated to staff that should be assigned to their mitigation or control.
  • Monitor staff performance to assure adequate support so they can effectively control risk exposures as assigned.


  • Customer Service
  • Writing, editing and proof reading
  • Interpersonal skills
  • Analytical skills
  • Communication skills
  • Organizational skills
  • Problem solver


  • Demonstrate professionalism
  • Service oriented
  • Have a sense of urgency to meet deadlines
  • Demonstrate initiative
  • Multi-task and set priorities effectively
  • Accomplish goals in a team environment
  • Attention to detail
  • Strive for excellence
  • Possess a positive ‚ can do‚ attitude
  • Flexible and adaptive to change

Education and/or Experience

  • 5 years‚ experience in the related area as an individual contributor
  • Previous experience managing construction projects into the $1 to5 million range
  • Minimum 1 - 3 years supervisory experience in the construction field in similar or related position
  • Experience in the CSI building sectors of the construction industry
  • Exceptional communication skills
  • Intermediate/Advanced Microsoft Office skills in Excel, Word, Project, Outlook, Project and or P6
  • PMP Certificate preferred

Work Environment

  • Ability to work in an office and in the field in a fast paced environment with variable working hours
  • Enjoy various challenges with a multitasked position from sales through to the completion of a building project
  • Ideal candidate will have the desire, ability and ambition to work their way up to an executive management position within the firm.
  • Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.


Tri-Technic, Inc. is an Equal Opportunity Employer

Minority/Female/Disabled/Veteran/Sexual Orientation

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