Commercial Construction Project Manager- Onsite Work Environment - Charlotte, NC

MUST RESIDE IN CHARLOTTE, NC - RELOCATION NOT PROVIDED

POSITION OFFERING:

• Permanent Position
• Competitive Salary
• Onsite Work Environment in Charlotte, NC
• Excellent Employer
• Paid Time Off
• Retirement Savings
• Medical, Dental, Vision Benefits

POSITION SUMMARY

Commercial Construction Project Manager

Charlotte, NC

Full-Time, Permanent Positions Only

HC Solutions Group specializes in the permanent placement of Construction professionals. Our client, a local construction company, is seeking a Commercial Construction Project Manager for a permanent position! Enjoy all of the perks of a permanent position including competitive pay, outstanding employer, full health benefits, paid time off, retirement matching, and more.

Qualified candidates must have 5 years of Commercial Construction Project Management/Construction Management experience. Apply today!

WHY GET PLACED BY HC SOLUTIONS GROUP?

• Direct Access to Hiring Managers - Quick Feedback on Your Application
• Fast & Efficient from Your Application to Placement - We Save You Time
• Recruiter Representation & Advocacy
• Access to More Job Opportunities with One Application
• Access to Non-Posted Job Opportunities
• Industry Expertise - Over 30 Years of Placing Candidates
• Confidential Career Search
• Independently Owned Placement Firm
• National Client Base with Excellent Client Base
• Full-Time, Permanent Positions Only

Position Details:

1) Owner Contract Review

a) Receive, review, verify and understand Contract

i) Unit Prices, allowances, permits, CO info, payment terms

ii) Utility turnover & closeout requirements

b) Review Scope of Work, Contract Drawing Log, Schedule and all other Attachments

c) Ask questions about any unclear details or items of work

d) Review any special requirements or terms with Subcontractors

i) Include in Subcontract Agreement as necessary

e) Identify out of the ordinary items and plan accordingly

2) Permit and Contract Document Review:

a) Understand what permits are required for the contract scope of work

o Building, Driveway, Demo, Asbestos, Encroachment Agreements, Grading

b) Understand what inspections or other documentation are required to get final CO

c) If you do not know what the plans are requiring or the process for completing an item of work, ask for help

d) Review Permit Plans for any jurisdiction notes or requirements

o Verify and request updated pricing from subs if changes are noted.

e) Review Contract Drawing Log for accuracy with Permit Plans

3) Project Start-up:

a) Turnover Meeting with Preconstruction – PM owns project after turnover meeting.

b) Verify contract budget is in Accounting system – aligns with current budget

c) Set up Super-PM Kickoff Meeting

i) Build agreed upon Project Schedule

d) Set up Subcontractor Kickoff Meeting w/Subs and Vendors

e) Set up Owner Kickoff Meeting

4) Subcontract Negotiation and Buyout:

a) Buyout of all Subcontracts and Purchase Orders within 3 weeks of handoff

o CALL all subs for discussion prior to issuing subcontract

o DISCUSS subcontractors with Superintendent prior to awarding

b) Write detailed Scope of Work in each Subcontract to ensure clear scope

o Include info on project schedule for completion of Subcontractor scope of work

o Include agreed upon submittal & shop drawing dates in scope of work

o Include agreed upon project liquidated damages when applicable

c) Complete buyout and budget update within 3 weeks of Handoff showing updated profit and contingency

o Buyout scope items to cover project scope for items not priced during estimating

5) Procore:

a) Provide Admin with all project info for Procore set-up

b) Verify Schedule and Permit plans are correct.

c) Set up Submittal log and approval chain within 2 weeks of Handoff

d) Ensure Daily Reports are being distributed to PM for review

e) Full accountability for plans, RFI, submittals, daily reports, and schedule

6) Project Meetings:

a) Hold weekly (or bi-weekly) sub meetings onsite

i. Publish minutes within 24 hours.

ii. Agenda is published before meeting

7) Weekly Project Reports:

a) Issue Weekly Report every Friday to owners and team

o Copy to Leadership Team

b) Formatted per Weekly Report Standards including the following:

o Work Completed, One Week Look Ahead, Two Week Look Ahead

o Constraints

o Change Orders, Pending or Upcoming

o Actual vs. Projected Completion Date

c) Establish process and timeline for superintendent deliverables via report.

8) Schedule:

a) PM is accountable for project schedule at all times.

b) Project Schedule to be updated within 2 weeks of Handoff – ownership by Project Manager – and uploaded to Procore.

c) Include milestones, lead times, submittals in schedule

d) Schedule is monitored WEEKLY in Procore and updated as needed.

9) Shop Drawings/Submittals:

a) All project submittals are PMs responsibility to request, review, approve.

b) Submittal log and approval chain established within 2 weeks of Handoff

c) Submittals are reviewed and approved within 2 weeks of receipt.

10) RFI’s:

a) PMs are accountable to submit all RFI’s via Procore.

b) Submit RFI with necessary sketches, plan reference and offer proposed solution if possible

c) Communicate impact (time and cost) of response

d) Measure and document impact to time, cost, and quality

11) Project Cost Analysis and Budget Revision:

a) PM is accountable to know project profit and contingency at all times.

b) Complete buyout within 3 weeks of Handoff – and make Budget modifications in Procore.

c) Modify budget along with all Sub and/or Owner Change Orders.

o Provide to accounting for entry, as completed.

d) Update Budget monthly in Procore – provide to accounting at least 24 hours prior to Monthly PM Review.

12) Change Order Requests/Proposals:

a) Discuss Change Order process with Sub Team Members at first onsite meeting.

b) Review, qualify, and validate all subcontractor quantities and pricing prior to discussion or owner change order.

c) Request break out pricing for changes as needed from subs.

d) Reference condition and/or documents related to change

e) Address impact of change on project schedule for every COR

f) Address timeframe for Owner response to COR to avoid project delays

g) Issue COR to Owner for project scope revisions per Contract terms & conditions

o COR’s to be submitted in a timely manner to avoid project delays

o Provide back up as required with each COR

13) Owner Change Order Approval:

a) Discuss Change Order process with owner at Project Kickoff Meeting.

b) Relay Owner Change Order Requests as discussed to Kickoff meeting.

c) Issue approved COR and COR Log for Owner AIA CO backup once approved.

d) Contract date and time extension must be noted on every Owner CO

e) Pass all CORs for Owner Change Order to admin to complete AIA draft, PM to review for accuracy – completed via DocuSign.

f) Issue Subcontractor CO’s associated with Owner CO – only after approval by owner – completed via DocuSign.

14) Subcontractor/Vendor Payment:

a) Issue approved Subcontractor CO’s prior to billing of CO’s

b) Notify Accounting of ANY special pay terms, deposits or material invoices outside of standard 30 day terms.

c) Code and approve invoices within 48 hours of receipt from accounting

15) Application for Payment:

a) PM is accountable for billings to owner by agreed upon date per owner contract.

b) Coordinate special billing requirements and deadline for pay apps with accounting department and per contract terms

o Date to be submitted, retainage, lien waivers, etc.

c) Mark up billing for CFO and return within 48 hours of receipt

o Bill general conditions and Supervision costs – per what is incurred!

o Bill sub line items to cover sub invoices

o All projects should be accurate and ‘slightly’ overbilled.

d) Ensure billing includes stored materials or deposits, as required, and coordinates obtaining documentation of the stored materials as required by the contract.

16) Project Closeout:

a) PM Accountable for all closeout documentation, project success and owner satisfaction.

b) Attend Punch List walk – and ensure completion within 7 days.

c) Download Procore docs to server, as needed.

d) Ensure as-built documents and warranties are issued 30 days after CO

17) Client Communication:

a) Hold Owner Kickoff Meeting to establish all expectations (send out minutes)

b) Establish communication protocol with owner at kickoff meeting

c) Phone call touch with owner every week

d) Deliver bad news in person or via phone – as soon as you are aware.