Project Management Requirements

Verify awarded scope of work in relation to our company’s proposal quoted base cost and adders. If you were not the estimator for the awarded project, obtain copies of the project proposal and bid documents and drawings. A very important part of this package will include supplier’s quotes for lighting and switch-gear packages, as well as any sub-contracted quotes for specialty systems such as data, fire alarm or nurse call systems, etc.

Review contract before signing to ensure fair and equitable practices, and verify that the dollar amount of the contract matches your companies proposed scope of work base bid with adders.

Prepare and file mechanic’s lien on the project.

Prepare and send to general contractor submittals for material approval by owner or architect – usually switchgear and lighting packages but larger projects may also require pipe and wire and devices. This includes contacting suppliers and verifying quotes and requesting submittal packages and cut sheets for their products.

Prepare permit documents including a permit application to the AHJ but may also include load calculations and panel schedules, and drawings such as a one-line of the distribution system, egress lighting layout, etc.

Obtain schedule from general contractor and determine manpower needed to complete milestone tasks on schedule.

Once submittals have been approved by the architect or owner and have their stamp and/or signature, issue purchase orders, delivery instructions, and request estimated delivery dates. Co-ordinate the purchase and delivery dates to minimize overhead costs but still satisfy deadlines. Try to get the material billing from your supplier to be covered by your progress billing to the general contractor. Also prepare project information requested by supplier that will assist them in their job accounting and lien processing.

Communicate to your project foreman or field personnel all pertinent information that they will need to proceed with the job, including a copy of the bid scope of work, updated construction documents such as project specifications and drawings, and the project schedule. Discuss the potential problems that you foresee and suggest possible solutions that will help complete on time and under budget. Be sure to communicate with them the details and scheduled delivery dates of the lighting and gear packages along with the specialty systems so that he will know the demands of the job. They must also have a copy of the submittals especially the material cut-sheets so that he can plan installation procedures and layout.

Prepare and log any formal “RFI’s” requests for information that you or your foreman may have for the architect or general contractor about the project.

Prepare formal “delay of job” letters that notify the general contractor of delays to the schedule by others that will prevent your timely completion of the project or impact costs.

Prepare any change order cost estimates that may be requested by the general contractor or architect. Usually, if these requests come from the architect, they will be in the form of an “ASI” architect’s supplemental instruction. Log these changes along with the rejection or approval dates and revise your recorded contract amount accordingly for billing purposes.

Communicate approved change order details to your field personnel and discuss any scheduling challenges.

Receive reports from your project foreman that aid in tracking progress and costs.

Prepare progress billings against the contract amount. These need to include original contract amount and changes to show justification for any revisions to the contract amount.

Prepare conditional and the final unconditional lien releases.

Prepare final closeout documents such as operating and maintenance manuals, as-built drawings, and warranty letters.

Prepare final cost analysis of the project for review.

This was written with commercial and industrial projects in mind and not all of the following will apply to all jobs. And since this is more or less off the top of my head it is not by any means all inclusive. I’ve been a project manager for about six years and have worked mainly on projects 100K electrical or less with my biggest a 2M electrical design build. With this in mind these are the duties that I’ve preformed as a project manager. There is much detail left out but this is only an outline.