Page 36 - Urban Construction Project Management

Project Organization 11
DUTIES AND RESPONSIBILITIES OF THE CM/GC’S
PERSONNEL ASSIGNED TO THE PROJECT

The CM/GC personnel assigned to the project must function as a well-coordinated and
integrated team. The actions of each team member affect the rest of the team and the
overall project. An item of work budgeted by the estimator must also be included in
the overall project schedule by the scheduler. The appropriate subcontractor must be
identified to bid and award the work to. The item must be constructed under the man-
agement and supervision of the project manager, superintendent, and safety manager.
Finally, the work must be invoiced by the project accountant. The following is a list of
duties and responsibilities for the various construction managers’ personnel who are
involved with a construction project during the different phases as just described:

Project Executive (PE)
It is the responsibility of the project executive (PE) to act as the chief liaison between
the CM/GC and the owner, architect, engineer, specialty consultants, and other mem-
bers of the project team. It is the PE’s responsibility to ensure that the team is working
harmoniously and meeting the overall project’s requirements, such as completing the
project on schedule, within budget, and according to quality specifications. It is also the
PE’s responsibility to acquire the proper resources to perform the work, often from
department heads, or arrange for the hiring of personnel with the Human Resources
Department when the resources are not available from within the organization. The PE
needs to keep upper management informed about the overall project status and bring
major issues to upper management’s attention. The PE should also cultivate and main-
tain a positive relationship with all members of the project team (account executive,
owner, lenders, brokers, consultants, and trade associations). The PE is ultimately
responsible for the satisfaction of the client. The PE may be involved with more than
one project at a time. The PE is usually assigned to the home office.

Project Manager (PM)
The project manager (PM) is responsible for the daily management, supervision, coor-
dination, communication, and successful completion of the construction project to meet
the schedule, budget, administrative requirements, safety, estimating, quality control,
bid and award process, and contract administration. This is where the rubber meets the
road. The PM must own the schedule and budget for the project, along with the proj-
ects logistics and administration. The PM will be involved with all aspects of the
project, including preconstruction services, construction phase, project close-out phase,
and see the project through from its inception to its completion. The PM will also be
involved with the safety, quality control, logistics, temporary facilities, utilities, insur-
ance, bonding, Equal Employment Opportunities (EEO), community relations, unions
and special interest groups. The PM must establish and maintain working relationships
with the owner, architect, engineer, specialty consultants, subcontractors, suppliers,
vendors, etc. to facilitate the construction process. The PM must possess both technical
and managerial skills to perform the job properly and professionally. It is often said that
a good PM needs to walk on water to do the job properly. This is usually a seasoned