JOB DESCRIPTION

Project managers (PM) are the hub of information flow between the client, contractor, site, detailer, and shop. They are the representative of L&M for their respective projects. Communication and responsiveness to all interested parties is key. PM reports directly to the GM and the VP and President as needed. A PM must be a team player who is a self-motivated, goal- oriented individual that is willing to put the effort and time needed to make both the company and themselves successful. The PM must be able to drive the schedule from detailing to fabrication to erection to close out. It is critical to the overall success of L&M.

Shop

The shop needs drawings in time to effectively fabricate, ideally 8 weeks before needed on site
and more with complex trusses and assemblies. When in fabrication, the shop must have shop questions
answered promptly.

Site/Erector

Issues on site need to be handled promptly and efficiently. Communicating with the
erector is key. Back charges from erectors can be substantial (especially in NYC) and responses, fixes and
material must be provided quickly.

Client/Contractor

These are important relationships that need to be handled appropriately. We need
to be responsive and professional. Typically, we are not only assuring we perform well on the job at
hand but setting the table for the next job as well (marketing by performing).

Detailer/Connection Engineer

The detailer is critical to overall work flow. We need drawings in time to fabricate. We need the detailer to be fully engaged in the project and meeting their production schedule. Connection engineer is similarly critical, although often overlooked. The connection engineer has to meet their schedule to properly feed the detailing effort.

 

-If you need assistance with expediting or communicating with any of the above ask for assistance from management.

-Open and honest communication with management is critical. We need to hear the issues in a factual manner good or bad. We are all going to make mistakes and need to work together to resolve them.

 

Project Manager Direct Responsibilities:
-Attend Job Kick-Off with Sales to understand the job (some jobs, PM may be involved earlier)

-Organize Shop Kick off meeting: Need to include General Manager, Shop Manager, QA, and QC, as well as other relevant personnel.

-Review Job Scope and Contract to understand what is included and, as important, what is excluded. Pay particular attention to what seem like minor miscellaneous, such as roof frames, embeds, masonry lintels, bent plate or angle edge conditions. It is the PMs job to make sure the subs understand their scope.

-Review contract design documents (both structural and architectural) at time of sale. These include Construction Documents as well as Specifications. Confirm all subs have the updated documents. Subs must be sent revised docs as the job progresses.

-Review of all RFIs outcoming and incoming. Items that involve additional work for L&M must have a Change Request (CR) assigned to it with a clear scope, and the customer notified immediately.

-Responsible to review all approval returns to confirm scope is not being added to L&M and that all items
questioned are clarified (including “GC coordinate” elevator tubes, stair coordination, etc.) by further
RFIs.

-Review potential extras. Work to create clarity of scope, terms, schedule impact, exclusions. Create an
effective CR.

-Push to resolve and get payment for Change Requests. Understand contractual requirements for notification of change requests.

-After Kick-Off, work with Sales and Contract Administrator to verify all critical contracts and POs are in place. These include:
 Prime contract with client
 Detailer
 Connection Engineer
 Erector, Deck Supplier
 Joist Supplier
 Miscellaneous metal supplier
 Create General Notes. Template to be utilized is in Job Start up Info
 Must correctly reflect job requirements and specifications
 Need to list vendors for buyouts – Vendors utilized must be from approved vendor list.
 Handle buyouts required (any purchases outside of budget must be discussed with management). Get
pricing from multiple resources:
 Anchor Rods
 Shop Bolts
 Field Bolts
 Bearings
 Specialty Items
 Schedules

 Review Overall Project Schedule – Receive project schedule for Client, GC, or CM based on what is in
place at time of sale.
 Receive Connection Design Schedule
 Receive Detailing Schedule
 Create Internal Schedule, including Detailing, Fabrication, and Erection
 The PM must manage the subs to maintain the schedule. Complete sequences of shop drawings need to
be released for fab with 6 to 8 weeks of lead time.
 There needs to be a base schedule at the beginning of the project matching the agreed to schedule at
time of sales
 Schedule needs to be updated and memorialized each time it is changed. Client/GC/CM needs to be
notified if schedule slip is caused by design team or site conditions.
 Pay Applications

 Determine submittal schedule for Pay Apps. Also determine cutoff date for each pay app (i.e. is pay app
due on the 20th, but project forward to end of month?)
 Ask (and coordinate with accounting) what pay system will be used by GC/CM. Do we need to get
registered, passwords, requirements?
 Create initial SOV.
 Have GM review, then have accounting review – all prior to submitting to customer.
 Submit to Client/GC/CM for approval
 Prior to first Pay App due date, verify with Client/GC/CM required information for Pay App submittal
(pictures of material, material certs, etc)
 Work with Accounting to create original Pay App. After original, accounting will
provide a “Roll Forward” in advance of the due date for the next Pay App.
 Fill out Pay App each month. Receive required information/invoices from other subs:
 Erector
 Detailer
 Connection Engineer
 Suppliers, including deck, joist, etc
 Review invoices received from subs and make sure they are in line prior to including on invoice to client. Track invoices from subs to confirm they are within their PO/contractual agreement.
 Verify Pay App is submitted to accounting for review 3 days before it is due to client.
 Invoices
 Review as they come in and approve. Do these as they come in at least weekly, but all are due by end of
month to accounting.
 Verify these are tracking against work produced/supplied, as well as against job budget estimate.
 Job Budget Forecast – work with accounting and management to review job budgets. It is the
PM’s responsibility to know and maintain/beat their budgets. Management must be notified
immediately if it appears a budget will not be met.
 Any notifications of impacts to the project from the customer must be sent to executive management
immediately. Responses from L&M must be sent quickly.
 Weekly reporting:
 Detailing Status Report – due Friday's before COB
 Drawing Production Report– due Monday’s before COB
 Job Schedule Update – as they occur
 Shipping schedule – update by Friday noon. Notify Shipping Manager and Scheduling Manager of
updates and changes.
 Communication
 All e-mails should start with Project number and be stored in a job folder.
 PM should set up job Fabrication Question and Drawing Question groups.
 Detailing
 Preview and understand L&M Detailing Standards.

Project Manager – Key Responsibilities:
-Communication

-Shop

-Client

-Field

-Schedule

-Detailing

-Erection

-Job

-Budget

-Make effective buys

-Monitor and control costs throughout job

-Track, price, and settle Changes

-Be Responsive!

-Be a good Representative of L&M!