Senior Project Manager - MEP

BE&K Building Group•North Charleston, SC

36d

About The Position

The Senior Project Manager MEP is responsible for all project administration including all contractual requirements, agreements with trade partners, purchase orders, and risk management. This individual also manages general work performance and quality, and overall team progress against the project plan. Must have a minimum of 8 years of experience managing large-scale construction projects, including significant exposure to MEP systems. AEROSPACE, AVIATION, INDUSTRIAL EXPERIENCE - A PLUS!!

Requirements

Bachelor's degree in Construction Management or Engineering (preferred but not required)
10+ years Commercial Construction Project Management experience
Excellent business judgment demonstrated by consistently achieving profitability objectives and strong project close-outs with client and subcontractor relationships in good standing
Excellent organizational skills and attention to detail evidenced by a strong command of all applicable contract and legal provisions
A strong sense of urgency and initiative. Able to quickly study and react to complex issues
Excellent problem-solving skills and the ability to confidently and decisively take action
Team leader with excellent diplomatic and communication skills, able to handle and resolve conflicts effectively in a firm but fair manner
Candidate must possess BE&K Core Values: Integrity ~ Teamwork ~ Respect ~ Discipline ~ Accountability ~ Social Responsibility
Ability to perform physical activities such as climbing, lifting, balancing, walking, and handling materials.
Must be able to work in various weather conditions, including extreme heat and cold.
Capable of standing and walking for extended periods.
Ability to lift and carry up to 50 pounds.
Employment is contingent upon the successful completion of a background check and drug test

Nice To Haves

AEROSPACE, AVIATION, INDUSTRIAL EXPERIENCE - A PLUS!!

Responsibilities

Lead and communicate with BE&K Field Supervision, Subcontractors and Vendors to assist them in working to the Project Schedule while representing BE&K with Owner(s), Architects, Consultants, Government Authorities, Vendors and Subcontractors.
Budget Updates:
Produce thorough forecast of Cost-to-Complete which drills down to identify potential exposures
Require the project team to track costs of field directives and back charges for forecasting purposes
Create detailed analysis of line-item exposures, particularly unit price contracts
Follow the Forecasting Calendar for on-time completion of forecasts
Teach the Standard Operating Procedures for budget updating to project team
Change Order Management:
Require the project team to consistently track all Proposed Change Order (PCO) items including in-scope and out-of-scope
Provide the Owner with up-to-date status reports relating to Changes
Require the project team to produce a monthly Owner Change Order (OCO)
Work to recover all legitimate GC costs relating to Owner Changes
Track the status of all Contract Allowances and submit Change Order Requests (COR) when an over-run is likely
Project Close Out:
Establish an effective Close-out Plan early in the project which includes the early collection, review, and packaging of Contract close-out documents
Require the team to utilize the Work list System to organize and manage the completion of phases of the work
Teach/Train close out process to field staff
Owner/Sub Requisition Process:
Require the project team to have the completed pay requisitions approved by the Owner no later than the 1st of each month
Produce an effective Schedule of Values
Establish a regimented process for the collection of payments no later than 30 days and subsequent efficient system for the payment to Subcontractors
Cash Management:
Consistently manage the cash flow of the Project to maintain overall fiscal responsibility of the project from start to finish
Produce an effective Schedule of Values which supports a strong cash flow position
Review each Subcontractors initial Schedule of Values to prevent overpayment
Review Sub/Vendor requisitions to prevent payment of unsigned or unfunded Change Orders
Produce and update the cash model for the Owner to prevent surprises
Meeting Management:
Establishes a meeting regiment for the Project Team which provides for effective communication and problem solving
Follow the SOP for focused meetings such as PM/PE, OAC's, subcontractor meetings, coordination meetings, Precon Sessions, etc.
Contract Logs:
Require the Project Team to assemble and maintain the Project Logs (Cash Management, Change Management, Noncompliance, Buy-Schedule, Contracts, Procurement, Submittals, RFI's, Safety, Hold Reports, Construction Schedule, Work lists) and periodically review for accuracy
Conduct focus meetings once per month to review the maintenance of those logs and drills down to identify potential exposures and issues
Subcontractor Relationships:
Establish a "Firm but Fair" approach to building relationships with Subcontractors
Promote an environment of organization and professionalism with Subcontractors
Address issues immediately with a non-performing Subcontractor to protect BE&K from resulting delay and potential impact
Schedule Management:
Provide leadership with the Superintendent to produce a clear, thorough, and accurate baseline Contract Schedule which rarely requires changes to the original logic
Track events, impacts, and changes in the schedule to allow for the management and prevention of delays
Lead the Project Team to focus on critical path matters to prevent non-excusable delays
Provide the Owner with written monthly updates of the Contract Schedule in accordance with the requirements of the Contract
Take needed action with subcontractors that are impacting the schedule
Produce buy-out and procurement schedule and assist with writing monthly schedule narrative in conjunction with the Scheduling team
Risk Management:
Complete the buy-out process in a manner which permits the timely flow of work, prevents budget issues, contract executions, bonds, insurance, etc.
Write timely notices to Owner and Subcontractors
Take immediate action when a non-performing Subcontractor is likely to cause impact to the Project
Work to complete the submittal and coordination process no later than 180 days
Teaches a risk management regiment to others on the project team
Owner Relationship:
Work to establish a trusting and professional relationship with the Owner
Focus on keeping the Owner well informed of important matters to prevent surprises
Work to secure a strong letter of recommendation from the Owner
Provide leadership in the utilization of the Quality Management Program on the project, which outlines quality expectations
Participate with the project team to institute the use of First Delivery and Quality Benchmark Inspections as the work progresses
Require the use of mock-ups to establish the quality expectations as defined in the Quality Management Program
Team Leadership:
Strive to create synergy and a teamwork atmosphere on the project
Lead by example by establishing the work ethic guidelines for the entire team and therefore establishes the boundaries and expectations
Organize periodic team events and training sessions to "Train & Develop Our People".
Act immediately when personal conflicts emerge among the team
Mentoring/Training:
Oversee training and development for your staff for their career progression