Since projects, environments, and organizations differ from company to company as well as project to project, it is not unusual for companies to struggle to provide reasonable job de- scriptions of the project manager and associated personnel. Below is a simple list identifying the duties of a project manager in the construction industry6:
● Planning
● Become completely familiar with all contract documents
● Develop the basic plan for executing and controlling the project
● Direct the preparation of project procedures
● Direct the preparation of the project budget
● Direct the preparation of the project schedule
● Direct the preparation of basic project design criteria and general specifications
● Direct the preparation of the plan for organizing, executing, and controlling field construction activities
● Review plans and procedures periodically and institute changes if necessary
● Organizing
● Develop organization chart for project
● Review project position descriptions, outlining duties, responsibilities, and re- strictions for key project supervisors
● Participate in the selection of key project supervisors
● Develop project manpower requirements
● Continually review project organization and recommend changes in organiza- tional structure and personnel, if necessary
● Directing
● Direct all work on the project that is required to meet contract obligations
● Develop and maintain a system for decision-making within the project team whereby decisions are made at the proper level
● Promote the growth of key project supervisors
● Establish objectives for project manager and performance goals for key project supervisors
● Foster and develop a spirit of project team effort
● Assist in resolution of differences or problems between departments or groups on assigned projects
● Anticipate and avoid or minimize potential problems by maintaining current knowledge of overall project status
Duties and Job Descriptions 159
6. Source unknown.
● Develop clear written strategy guidelines for all major problems with clear definitions of responsibilities and restraints
● Controlling
● Monitor project activities for compliance with company purpose and philoso- phy and general corporate policies
● Interpret, communicate, and require compliance with the contract, the ap- proved plan, project procedures, and directives of the client
● Maintain personal control of adherence to contract warranty and guarantee pro- visions
● Closely monitor project activities for conformity to contract scope provisions.
Establish change notice procedure to evaluate and communicate scope changes
● See that the plans for controlling and reporting on costs, schedule, and quality are effectively utilized
● Maintain effective communications with the client and all groups performing project work
A more detailed job description of a construction project manager (for a utility com- pany) appears below:
DUTIES
Under minimum supervision establishes the priorities for and directs the efforts of per- sonnel (including their consultants or contractors) involved or to be involved on project controlled tasks to provide required achievement of an integrated approved set of techni- cal, manpower, cost, and schedule requirements.
1. Directs the development of initial and revised detailed task descriptions and forecasts of their associated technical, manpower, cost, and schedule requirements for tasks as- signed to the Division.
2. Directs the regular integration of initial and revised task forecasts into Divisional techni- cal, manpower, cost, and schedule reports and initiates the approval cycle for the reports.
3. Reviews conflicting inter- and extra-divisional task recommendations or actions that may occur from initial task description and forecast development until final task com- pletion and directs uniform methods for their resolution.
4. Evaluates available and planned additions to Division manpower resources, including their tasks applications, against integrated technical and manpower reports and initi- ates actions to assure that Division manpower resources needs are met by the most economical mix of available qualified consultant and contractor personnel.
5. Evaluates Divisional cost and schedule reports in light of new tasks and changes in ex- isting tasks and initiates actions to assure that increases or decreases in task cost and schedule are acceptable and are appropriately approved.
6. Prioritizes, adjusts, and directs the efforts of Division personnel (including their consul- tants and contractors) resource allocations as necessary to both assure the scheduled achievement of state and federal regulatory commitments and maintain Divisional adher- ence to integrated manpower, cost, and schedule reports.
7. Regularly reports the results of Divisional manpower, cost, and schedule evaluations to higher management.
160 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM
8. Regularly directs the development and issue of individual task and integrated Project programs reports.
9. Recommends new or revised Division strategies, goals, and objectives in light of an- ticipated long-term manpower and budget needs.
10. Directly supervises project personnel in the regular preparation and issue of individ- ual task descriptions and their associated forecasts, integrated Division manpower, cost, and schedule reports, and both task and Project progress reports.
11. Establishes basic organizational and personnel qualification requirements for Division (including their consultants or contractors) performance on tasks.
12. Establishes the requirements for, directs the development of, and approves control programs to standardize methods used for controlling similar types of activities in the Project and in other Division Departments.
13. Establishes the requirements for, directs the development of, and approves adminis- trative and technical training programs for Divisional personnel.
14. Approves recommendations for the placement of services or material purchase orders by Division personnel and assures that the cost and schedule data associated with such orders is consistent with approved integrated cost and schedule reports.
15. Promotes harmonious relations among Division organizations involved with Project tasks.
16. Exercises other duties related to Divisional project controls as assigned by the project manager.
QUALIFICATIONS
1.8 A Bachelor of Science Degree in Engineering or a Business Degree with a minor in Engineering or Science from an accredited four (4) year college or university.
2.8 a) (For Engineering Graduate) Ten (10) or more years of Engineering and Construction experience including a minimum of five (5) years of supervisory ex- perience and two (2) years of management and electric utility experience.
2.8 b) (For Business Graduate) Ten (10) or more years of management experience in- cluding a minimum of five (5) years of supervisory experience in an engineering and construction related management area and two (2) years of experience as the manager or assistant manager of major engineering and construction related projects and two (2) recent years of electric utility experience.
3.8 Working knowledge of state and federal regulations and requirements that apply to major design and construction projects such as fossil and nuclear power stations.
4.8 Demonstrated ability to develop high level management control programs.
5.8 Experience related to computer processing of cost and schedule information.
6.8 Registered Professional Engineer and membership in appropriate management and technical societies is desirable (but not necessary).
7.7 At least four (4) years of experience as a staff management member in an operating nu- clear power station or in an engineering support on- or off-site capacity.
8.7 Detailed knowledge of federal licensing requirement for nuclear power stations.
9.7 Reasonably effective public speaker.
Duties and Job Descriptions 161
7. Qualifications 7 through 9 apply only for Nuclear Project Directors.
162 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM
TABLE 4–3. PROJECT MANAGEMENT POSITIONS AND RESPONSIBILITIES Project Management
Position Typical Responsibility Skill Requirements
• Project Administrator Coordinating and integrating of • Planning
• Project Coordinator subsystem tasks. Assisting in • Coordinating
• Technical Assistant determining technical and • Analyzing
manpower requirements, • Understanding the organization schedules, and budgets. Measuring
and analyzing project performance regarding technical progress, schedules, and budgets.
• Task Manager Same as above, but stronger role in • Technical expertise
• Project Engineer establishing and maintaining • Assessing trade-offs
• Assistant Project project requirements. Conducting • Managing task implementation Manager trade-offs. Directing the technical • Leading task specialists
implementation according to established schedules and budgets.
• Project Manager Same as above, but stronger role in • Overall program leadership
• Program Manager project planning and controlling. • Team building Coordinating and negotiating • Resolving conflict
requirements between sponsor and • Managing multidisciplinary tasks performing organizations. Bid • Planning and allocating resources proposal development and pricing. • Interfacing with customers/
Establishing project organization sponsors and staffing. Overall leadership
toward implementing project plan.
Project profit. New business development.
• Executive Program Title reserved for very large • Business leadership
Manager programs relative to host • Managing overall program
organization. Responsibilities same businesses
as above. Focus is on directing • Building program organizations overall program toward desired • Developing personnel business results. Customer liaison. • Developing new business Profit performance. New business
development. Organizational development.
• Director of Programs Responsible for managing • Leadership
• V.P. Program multiprogram businesses via • Strategic planning
Development various project organizations, each • Directing and managing program led by a project manager. Focus is businesses
on business planning and • Building organizations development, profit performance, • Selecting and developing key
technology development, personnel
establishing policies and • Identifying and developing new procedures, program management business
guidelines, personnel development, organizational development.
Because of the potential overlapping nature of job descriptions in a project manage- ment environment, some companies try to define responsibilities for each project manage- ment position, as shown in Table 4–3.