Senior Project Manager

Senior Project Manager

The Mission Critical Center of Excellence manages billions of dollars in projects annually, specializing in data center and mission-critical construction for leading technology and telecommunications clients across the United States. Focused on fast-paced, MEP-intensive projects, the group is recognized for delivering complex solutions while offering significant opportunities for career advancement within the thriving mission-critical construction industry.

The Senior Project Manager is responsible for planning, executing, and delivering complex construction projects with significant environmental, remediation, and heavy civil/sitework components. This role requires deep experience managing projects under uncertain site conditions, coordinating environmental requirements alongside cost, schedule, and field operations, and leading teams through regulatory-driven construction constraints.

The Senior Project Manager serves as a key leader in ensuring environmental compliance, safety excellence, and successful project delivery while maintaining strong relationships with owners, consultants, subcontractors, and regulators.

Responsibilities

• Budget Updates:
• Produce thorough forecast of Cost-to-Complete which drills down to identify potential exposures
• Coordinate the use of Oracle with Expedition to readily identify 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 others
• Change Order Management:
• Require the project team to fully utilize Expedition to 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) to prevent aging of PCO issues which further allows for timely closure of Changes with Subcontractors
• Work to recover all legitimate GC costs relating to Owner Changes
• Track the status of all Contract Allowances in Expedition and submits Change Order Requests (COR) when an over-run is likely
• Require the project team to track all field directives and back charges in Expedition for timely processing on a monthly basis, i.e. composite clean-up, hoisting time, etc.
• 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
• Implement the use of the Noncompliance Reporting System
• Require the team to utilize the Work list System to organize and manage the completion of phases of the work
• Utilize the Completion-Compliance-Quality Form (CCQ) process for close-out
• Teach close out process to other SCCI employees
• 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
• Review the Hold Reports before payment is due to allow for timely handling of deficiency issues and payment to Subcontractors/Vendors
• Cash Management:
• Consistently manage the cash flow of the Project to maintain a fiscally responsible position for SCCI
• 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
• Produce an accurate percent complete projection to support the SCCI financial management process
• 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.
• Manage all meetings by agenda and work to time limits
• 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 SCCI from resulting delay and potential impact
• Exhibit B Purchasing Process:
• Work with the Project Team, including Superintendents and Estimators, to consistently produce clear, thorough, and accurate Scopes of Work based on drilled down review of documents
• Organize and administer a well-planned purchasing process to prevent the "Just in time" purchase of materials
• Understand the priority of timely buy-out and gather the resources to meet the buy schedule
• 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
• Manage and distribute organized and efficient Monthly Updating Process in accordance with the SCCI SOP
• Provide the Owner with written monthly updates of the Contract Schedule in accordance with the requirements of the Contract
• Take decisive 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
• Secure CCD authorizations before proceeding with Changes
• 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 for SCCI
• Quality Management:
• 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
• Implement the use of the Nonconformance Reporting System to track and manage deficiencies in the work
• 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 advance the SCCI strategy of "Train & Develop Our People"