The Role of the Project Manager
by Tia Garcia
Is a Project Manager necessary on a construction project? What exactly do they do?
Simple answer: Yes! The Project Manager is the driving force behind productivity and organization on the job site. We organize the PM responsibilities around three distinct phases of the project: the Setup; the Biweekly Site Meeting with the architect, owner, and other interested parties; and the Closeout.
The Setup
When considering the setup, the main components are the Binder and the Kick-Off Meeting.
The Binder
The PM should assemble the project binder containing the information needed to execute the project on the ground by the build crew, typically led by a site lead. The binder includes all relevant documents and information for the Budget, Contracts including Scope, and Schedule. Not only does the PM set this up, but they should be ready to assist the site lead with answers to questions as they come up. They should know the job well enough to speak on all facets of it.
For Budget, the binder should include a detailed list of what was included in the estimate and contract documents. Typically this includes the actual estimate–sharing the estimate with the site lead will enable them to figure out what is included for each item detailed within it, both for labor and materials as well as trade partners (including actual trade partner and vendor quotes.)
For Contract, both the PM and site lead should be able to quickly reference what was agreed upon by the owner and the contractor. We recommend using a Notes to the Estimate document spelling out exactly what scope was agreed upon in addition to a stamped and ready-to-build CD set of plans with narrative if included from the architect. This way the PM and the site lead can quickly look up what is included and what is a change order. The contract should describe the change order process very clearly and the PM should be ready to execute that process as the need arises.
For Schedule, the PM is typically the one building the schedule and should include admin items, material ordering, trade partner coordination, and a detailed eye on the critical path to execute the actual construction. This schedule will need to be updated and revised throughout construction based on unforeseen occurrences, change order additions, and other unknowables at the time of drafting.
The Kick-Off
The Kick-off is a meeting with key players and can be essential, especially for larger more complex projects. The Kick-off typically consists of a meeting of the PM, site lead, architect, early trade partners like site work, rough MEP contractors, and anyone else required to make the process smooth and properly set up. This is a good time to coordinate who gets the first pass at various stages and what the limitations of the build might be. How often have you had to navigate a difficult conversation between the plumber and the electrician over who gets to claim an area of a mechanical room? Things can get tight quickly. Work as much of this out as possible before you break ground. Subslab MEPs can be a point of contention as well. Bring a full set of plans and packets for each trade partner and work it out.
Biweekly Site Meeting
Any project of decent size and lasting more than a few weeks should have formal meetings and clear structure with a pattern of disseminating the appropriate information. Biweekly meetings are the standard for most residential construction. Monthly meetings should be reserved for large projects where it’s challenging to get everyone in the room together. The owner (or their representative), the architect, the PM, the site lead, and any other parties that should be present for dealing with details before they are required by the schedule; often the millwork, HVAC, plumbing, or electrical contractors will be called upon to be present.
Prior to these meetings, the PM should have their finger on the pulse of all things Financial regarding the project at hand. The PM should review the current invoices and any change orders (pending or recently accepted) and send them to the owners for their review in case there are any questions to be addressed during the meeting. I always leave time for owners’ questions around invoicing and change orders and read through the COs with them to make sure they are clear, even if it is a fixed-price project with a payment schedule. The PM should have a sense of the current state of the project budget by analyzing the Estimated vs Actual reports from the bookkeeper. It is also important for the PM to understand and verify that job cost coding/accounting is happening and is accurate, especially if the project is cost-plus or where allowances are present. Be as prepared as possible to answer any questions the owners have.
The Scope consists of the agreed-upon work in the plans and contract documents. The PM should be familiar with the scope and the details of the project (or know where to look to find it quickly). Questions regarding what is included and what constitutes a change order should ultimately be answered by the PM. If a change order is needed, the PM should either do the work of estimating or delegate and supervise the process completed by the responsible party. The site lead should be able to find most, if not all, of the scope descriptions within the project binder, but the final analysis should be done by the PM. The PM should either give or facilitate a progress report from the site during these meetings.
The Schedule should be updated prior to each meeting and the PM should review changes line by line with the architect and owner to keep them up to date on any decisions needed, progress made, anticipated hiccups or delays, and projected completion date. I print out a grid view of my Smartsheets schedule for each participant. It isn’t enough just to update the digital version and trust that people are looking at it. The PM should also check with the site lead for their input on the schedule and to make sure everyone is on the same page as to what should be happening.
The Project Closeout
The Project closeout consists of Punch List creation and supervision, Owners’ Manual creation, and Project Evaluation - one with the owners and an internal “post mortem” with your team. The PM has many duties throughout the project but is crucially involved in the beginning and ending of the project. Leaving these items undone is a recipe for potentially disgruntled clients and missed opportunities for growth within your organization.
The Punch List should be a formal document that establishes the remaining scope to be performed under the contract and should not contain new work. This may include items missed or completed improperly. This is a time to employ logical, emotionless discernment. Owners can feel that all their wants should be performed at this time, but it is the PM’s responsibility to review their desires and include the items carried in the contract documents or change orders. New scope can be established, if agreed upon, under a new change order, but cost and schedule will likely be affected.
The Owners’ Manual is an important deliverable and usually falls on the shoulders of the PM. It should contain all warranty info, important contacts, all drawings (and as-builts if needed), appliance and equipment manuals, service advice, and the certificate of occupancy, if applicable.
Project Evaluation is made up of two components and involves both owners and your own internal team. The client closeout and evaluation is a great time to bring a housewarming gift and take pictures. Prep for the evaluation meeting with the client by listing questions or prompts to get to the heart of the feedback and give them time to consider their answers. This is a superb time to let them blow off some steam on those things that didn’t go as smoothly as they would have liked. Processing with you will be more cathartic and safer than them complaining to their neighbors and friends who otherwise could be your next clients.
The internal process should include a final cost analysis and a post-mortem meeting with your crew to determine what went wrong and how to prevent it the next time. It’s also a good time for crew recognition and pizza.
Clearly, a project lacking these services is a project only half-done at best. The Project Manager is the backbone of the project, the liaison for smooth communication and understanding amongst interested parties, and a driving force for production.
Interested in building your project management skills? Sign up for our Fundamentals of Pre-Construction and Project Management course!