The Asset Renewal Project Manager reports to the Asset Renewal Program Manager and is responsible for managing the development and implementation of work packages and Task Orders. This individual also provides direction and input on projects from the design development stage through construction. The characteristic of the candidate is a well-rounded individual who has managed pre-construction and construction services in a large airport environment, with an emphasis and understanding of MEP systems. The ability to lead a collaboration of stakeholders, designers and contractors will be critical to the programs success. The Asset Renewal Program replaces end-of-life airport assets, primarily MEP fire and security systems, vertical and horizontal transportation systems, building enclosure assemblies, below-grade utility systems, baggage systems, and passenger boarding bridges. The Asset Renewal Project Manager may act as LAWAs primary representative on a project, establishes standards for meeting minutes, records, etc., and coordinates design and pre-construction services with other LAWA divisions and Jurisdictions Having Authority (JHAs) (Planning, FAA, TSA, AQMD, SHPO, EPA, LAUSD, LAFD, BOE, LAPD, etc.) as appropriate. Coordinates messaging plan, notices, contingency planning and other tasks as needed. Key Identifiers for the Position Project Manager and Technical/Construction Leader with experience in an operating/active environment. Management of project within budget and schedule constraints while maintaining all necessary scope elements. Leader in stakeholder engagement to identity, communicate, resolution and accomplishment their needs, while preserving the principles and criteria of the project scope, schedule and budget constraints. Knowledge in design and construction contracting practices and methodologies. Knowledge and experience in the project design life cycle from Concept to Project Definition Book to Permit to Bulletins. Knowledge and experience in the project construction life cycle from Pre-Construction to estimating/buyout to phasing to implementation to Closeout. Ability to assemble KPIs and decisions needed for Governance and presentation to others, including the executive staff. Maintaining an excellent working relationship with the design and construction professionals geared towards open communications and mutual problem solving in the best interest of the project and all other parti es involved. Developing and maintaining a high level of team morale through professionalism that reflects well on the project team, external stakeholders and LAWA/internal stakeholders.
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Job Type
Full-time
Career Level
Mid Level