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Definition: Profit Maker-Financial Manager-Peace Maker-Plan Manager.
Working Hours-8am-5pm (on a good day): A PM is expected to out in the hours necessary to accomplish his duties, what ever it takes. Time off is to be approved by the VP of Construction.
Provide overall management for multiple projects within prescribed time frames and budget while assisting in the planning, developing, organizing and supervising the design and construction efforts of new projects.
· Oversee planning of new or modified installations to effectively and efficiently construct or repair wiring and install equipment consistent with specifications and local electrical codes.
· Set up a project correctly, insist on a timely estimate. Format job cost around the estimate for both material and labor (Time Cards).
· Set up a Schedule of Values for billing purposes from the estimator and massage it accordingly). Frontload the S.O.V. for the items that will be installed first, i.e.; site underground, interior underground, temp, rough wiring, etc.
· Contact Utilities and Fire Dept., coordinate any site specific service requirements. Fill out the Permit application and acquire a check for all permits necessary with Town and Fire Dept.
· Know where your cost is at all times utilizing our job cost system, Forefront and our Purchasing System.
· Schedule a pre-job meetings with Super and Estimator. Review the estimate with the Super. Ensure the Super knows the estimate and how it was taken off and looked at by the estimator. Analyze any areas within the project where we can install the work more cost effectively. As the job progresses, if appropriate schedule 2nd meeting, let the Super know where he stands financially on the project, estimate vs. actual.
· Review plans, specifications, and schedule. Determine critical areas within the project and plan accordingly.
· Review submittals from vendors. Be sure that the equipment bought is what we need for the project.
· Work as liaison with Estimator to expedite submittals from Vendor to Us, Us to the Client, Client to the Engineer, Engineer back to the Client, Client back to Us, Us back to the Vendor.
· Resolve Issues as they arise; Review any comments or disapprovals and resolve immediately.
· Release Major Equipment on time for delivery based on the project schedule, (it's best to schedule delivery for the end of the month). Coordinate, job specific conditions, for delivery.
· During the course of any project changes in the work are inevitable, both adding and deducting work from original scope. It is the PM's responsibility to recoup our cost (material/labor/DJE), indirect cost, with an overhead and profit percentage applied for added work and give back as little as possible for deduct work. Extras, as they are called should be much more profitable than our original estimate. On small changes the PM will quote the extra work, and write a change request letter. On large changes the estimator will usually do an estimate and the PM will write the letter.
· Ensure monthly billing is done on time through Accounts Receivable and that the client receives it by their deadline, usually the 25th of the month. Over bill as much as possible within reason, considering all costs to end of the month. Remember if we get paid within 40-60 days we're doing good, if you neglect the bill for something we will have to wait another month to bill and wait another 40-60 days for our money.
· Consider Retainage as well, usually 10%. On every monthly requisition 10% is withheld by GC and goes into a "retainage bin”. To keep it simple let's say we have $1 million project within a ten-month schedule and an average monthly gross billing of $100,000. That would be $10,000 every month held for retainage. At the end of the job they're holding $100,000. Obviously, the sooner we bill the retainage the quicker we'll receive it however, the GC will not usually let you bill for retainage until the project has hit the "substantial completion mark”. In some cases, the GC will let you bill 50% of the retainage at 50% complete and reduce the remaining retainage to 5%. Always ask if retainage can be negotiated. If you don't ask it will never happen. Cash flow is very important to the company. If we never bill it, will never receive it!
· Experience with Projects Close Out - Starting up and Closing out a project are probably the two most important time lines in any project. During the course of a project be sure our Super is keeping his as builts current and keeping all operation and maintenance documents for all the systems and components. Record drawings, O&M's and Warranty letter must be submitted and accepted by the client to ensure final payment. The specifications usually spell out the required procedures for the project close out. Don't give the client any excuse to hold payment. The minute you start up a project you must start thinking about all specific close out requirements.
· Team Player Self Control - A project manager often finds himself involved in crucial issues involving our client's demands, our inability to have adequate Client on the project, personality conflicts between the client and our people, vendor's inability to supply materials on time. IT IS imperative that a project manager remains cool, calm and collected at all times: acts professionally!!! Although sometimes clients can be very demanding and don't have a clue how to run a project smoothly, it is the PM's job to work out those issues. Remember that the client is our boss and is paying our bills, without him we wouldn't have a job.
· In the event of significant impact or change from original estimate, schedule a close out meeting with Superintendent and Estimator to learn from the situation.
· Ensure estimate comparisons are being done.
· Ability to Multi-Task and Prioritize - A Project Manager must have the ability to deal with many things at once; dealing with multiple issues on multiple projects is often the case. Prioritizing is a must but don't let the other things smolder and burn because they will end up burning you. Deal with things promptly, faxes, e-mails, mail etc., they are never ending.
· Handling all personel issues as they arise. Treat everyone fairly and with respect. Discipline employees when necessary and enforce all policies, rules and regulations as described in the latest edition of the Company Personnel Manual.
· Uphold and enforce all construction site safety rules, regulations, and procedure as described in the latest edition of the Company Safety Manual. Take safety seriously and lead by example. Ensure your Project Superintendents are conducting weekly "Safety Tool Box” meeting and are completing and returning to HR all necessary paperwork.
· Oversees and coordinates activities of assigned craft workers as directed by Project. Superintendents.
· Interpret specifications, blueprints, and job orders as needed for area of supervision.
Candidates should have strong previous experience working as a Project Manager or Supervisor in the Electrical Installation Industry
· Interprets company policies to workers and enforces safety regulations, including but not limited to weekly safety meetings.
· Establishes and adjusts work sequences to meet construction schedule, using knowledge of capacities of equipment and assigned personnel.
· Schedules and estimate worker-hour requirements for completion of job.
· Analyzes and resolves work problems.
· May make cost estimates for contracts.
· Inspects quality of finished work to insure conformance to specifications.
· Addressing issues with personnel such as semi & annual performance reviews, encouragement, criticism, teamwork, cooperation, motivation etc.
· Be able to interface and communicate with own crew as well as general contractors, owners and sub-contractors on site.
· Ensure Safety Compliance on project worksites.
· Is completely responsible for the financial success of the project.
· Rate information using personal judgment or standards that can be measured or checked.
· Work within precise limits or standards of accuracy.
· Use reason and logic.
· Perform mathematical operations rapidly and accurately.
· See detail in objects or drawings and recognize slight differences in shapes or shadings and picture flat drawings as 3-dimensional objects.
· Must maintain license(s) as required by state law(s)
· Must have High School diploma or equivalent
· Completion of apprenticeship program and appropriate journeyman experience
· Several years in the electrical trade
· Supervisory experience/skills
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