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.

The project manager is the face of our firm during the construction of their projects.
They should always carry this in mind. Because of this inherent relationship, it is the
responsibility of the PM to maintain and grow our client relationships through the
project duration and after closeout. ConAm should always be considered the best option
by our clients. This is done by thorough and complete project planning, as well as an
“honest team member approach” to our entire project team. Response time for all
architectural, engineering and client questions must be kept to an absolute minimum.
ConAm should never be a source of delay, we are to be the driving force for on time
completion.

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:

 Marketing packet- Marketing Coordinator

 Insurance, statement of Qualifications, and prime contract review – Operations
 Financial requirements - Controller
 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 completeness of this descope and review is the responsibility of the
PM, and the use of a PE should be used for assistance only. 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 also confirm and verify that we have appropriately vetted the bidding subs for
each project and confirmed they are capable and appropriate for each project. Any
variations or concerns must be discussed with ownership. The PM will prepare for
ownership an RFP review for ownership sign off on project pursuit. During this meeting
the PM must be prepared to explain the project scope as well as any concerns he
identified during the review.

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. All schedules must include project specific concerns, long
lead items and critical path. They should also include any non-construction team
activities that will impact on completion and project turnover. The Pm should present to
the PM to review dates provided by client during bidding and if there are conflicts with
PM’s schedule and client expectation, PM to review with Ownership.

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.
Issues will always arise during a project, and it is the PM’s responsibility to explain
ConAm’s point effectively.