Abbott is currently looking for a Project Manager for grocery projects. These projects can encompass TI’s or ground up Grocery Stores. The big challenges in Grocery Projects often involve working in occupied buildings, and working off hours that don’t conflict with the clients normal hours of operation.
Experience with Grocery, both Ground Up and TI projects would be a big advantage.
A Project Manager (PM) for Abbott estimates and manages projects from the earliest conceptual phase up to and through final completion and closeout. The primary role of the Project Manager is to run one or more projects simultaneously, in such a manner that both the customer and the company are successful, in terms that are clearly established on a job-by-job basis.
Project Manager Leader duties and performance measurements:
1. All work is performed safely, and the goal of zero accidents is acknowledged. The Project Manager shall lead by example in terms of safety on his/her projects. It is the Project Manager’s role to include the right amount of money and time, and the right subcontractors in the estimate, so that the fieldwork can be performed safely. The measurement is how many accidents and safety violations occur on the PM’s jobs in a year.
2. The Project Manager manages enough work, in pre-agreed upon amounts, to contribute to the overall success of the company, and the total costs on all jobs managed are equal to or less than the job budgets. The Project Manager is expected to actively work, in concert with the Superintendent, to enhance project margins by reducing total production costs and/or provide added value that earns enhanced margins. The measurement is the total job budgets versus the actual costs.
3. Projects are completed, inclusive of “punchlist” work on or before the contract completion date. It is the Project Manager’s role to include the right amount of money and time, and the right subcontractors in the estimate, so that the fieldwork can be performed on time. The measurement is the number of days difference between contract completion date and actual completion date, by job.
4. The project(s) are built in accordance with the plans and specs that are approved by the Owner and Architect/Engineers. It is the Project Manager’s role to include the right amount of money and time, and the right subcontractors in the estimate, so that the fieldwork can be performed within the estimate. The measurement is the extent of “call-backs”, size and cost of punchlists, and/or the amount of warranty expense incurred by Abbott.
5. Work with all people, both inside and outside the Company with respect, fairness, and honesty. (This includes all Abbott people, Owners, Architects, Engineers, Subcontractors, Suppliers, Inspectors, Tenants, building occupants, the public – simply everybody). This will be measured by feedback from people.
6. Accounts receivable are current, and projects are billed appropriately and consistently so that Company operations are financed without using the credit line. The measurement is the computed interest income or expense on billings generated by the Project Manager.
7. Project Managers steadily increase their skills and competencies in all aspects of their work. Examples of skill areas are: expertise in building and system types, computer software programs and systems (scheduling, WTS, etc.), people skills, etc. The measurement is the number and type of skills and competencies gained during a year.
8. Working with other Project Managers, and others as appropriate, in the Company to help them succeed in all of these duties on their projects. This is about teamwork. This expectation is intended to foster cooperation throughout the Company in all ways. For example, allocating resources to the most productive uses, passing leads to the most appropriate person to follow up, helping with an estimate to get it out the door accurately and on-time – the list is long. Other companies that have set up “groups” or “divisions” have experienced some negative aspects of such an organization, centered around what has been called “empire building”. What is desired is for people to pro-actively look out for each other and help each other achieve their goals. The measurement is the extent to which the others are performing on their measurements.
9. The “daily work tasks” get done consistently, with only occasional exceptions. It is expected that these tasks are either performed personally by the Project Manager, or clearly delegated to others, such as a Project Engineer, Project Assistant, or Superintendent.
a. Primary interface with Owner and Architect. Keeping the Owner and Architect informed in a timely and continuous fashion with the goal of eliminating surprises. This is also sales. This facet of the project, along with conceptual estimating, significantly differentiates us from the competition. The manner in which this is accomplished is critical.
b. ALL pertinent information is provided to Superintendent, subcontractors, and others in a timely, complete, and professional manner.
c. Billings to customers sent out regularly, on date specified in contract.
d. Cash payments are received from customers on date specified in contract, or reasons why not, brought to Group Leader’s attention within 5 days.
e. Provide job cost/margin forecasts on or before the 10th day of each month, as of the end of the prior month.
f. The job is bought out promptly at the beginning of the job, with clear, thorough Subcontracts and Supply Agreements.
g. Uploads of cost codes, quantities, budgets, and daily maintenance of them is done, so that interface with Accounting is smooth and timely.
h. RFI logs, COP logs, submittal logs are continuously maintained.
i. Invoice approval is done per the established routine.
j. Review and approve job payroll weekly.
k. Close out projects cleanly and completely within 30 days of project completion, except that final accounting on Cost Plus or Guaranteed Maximum jobs shall be done within 90 days of completion.
The measurement is the number and type of exceptions that occur in performing these tasks.
10. Recognizing that the above items make up the core of the Project Manager’s work, it is expected that Project Managers also participate actively in the acquisition of work, which will include developing conceptual estimates, participating in interviews, following up leads, and generating introductory packages. In general, working with Group Leaders, Marketing, Executive Vice presidents, and the President to acquire work for the Company. The measure is whether the Group Leaders are achieving their gross margin goals.
11. A Project Manager may act/is likely to act in the capacity of a Project Engineer from time to time.
This list is not all-inclusive as to the “daily” tasks performed by Project Managers.
What you can expect from Abbott:
• Opportunities for projects from Senior Project Managers and Account Managers.
• Great leadership from the Senior Project Managers.
• Marketing support as appropriate from Senior Project Manager, President, Executive Vice Presidents, and Marketing staff, in getting opportunities for great projects.
• Excellent support and service from Accounting.
• Information tools from Information Services, so that “real time” information is available to the Project Manager.
• Excellent support and service from Administrative staff.
• Appropriate tools from Management.
• Appropriate compensation package from Management.
• An enjoyable and challenging work environment.
• Safety training leadership and support, and safe-subcontractor lists from the Safety Manager.
• Assistance and training from Group Leaders and Executive Team in the development of people.
• Great supervision.
• Great field staff.
• Great Subs.
Attributes/Qualifications of a Project Manager:
Essential character attributes must include: goal-driven, customer-focused, project-focused, highly organized and efficient, strong negotiation skills (written and verbal) for internal and external purposes, ability and desire to motivate/inspire/develop entire project team
Mandatory attributed include:
• Leadership skills such as a take charge, decisive mindset.
• Ability to take direction (follow) from the Group Leader.
• Ability to delegate work clearly and productively.
• Ability to reach clear, productive agreements with the Superintendent about how to run the Job, including the ability to know what and what to defer to the Superintendent.
Must be able to: Create teamwork on the project in such a way that all customers, internal and external, experience excellence in all contacts with the Company.
Identify good people and subcontractors, and provide the leadership to integrate them productively into the company.
“See” when someone is in a wrong position and move them.
Operate in an intense multi-project environment and successfully delegate many tasks. They must position people to succeed.
Participate in negotiating contracts to a conclusion.
Settle claims, disputes and liens if necessary.
Conceptual estimating that sells a job and provides “room”, ultimately, for margins that are higher than industry standards. Performing well in this capacity is key to becoming a great Project Manager and eventually a Group Leader. This is where the baseline of the project is set. This is often where the sale occurs. Decisions made at this juncture will be lived with throughout the project.
“Contract” estimating, which reflects the owner’s expectations, is thorough in covering all scope items, and is clearly documented so that surprises are few, hassles are few, and the margin can be realized.
Very competent in all aspects of project management, including clear and thorough subcontracts and supply agreements.
Basic understanding of accounting, financial statements, job cost, and cash flow.
Basic understanding of construction law and contracts.
He/she will speak up when opportunities for improving the Company become apparent, and he/she recognizes the obligation to do so, both for his/her benefit and the company’s benefit.
Computer skills: Excel, Microsoft Word, Microsoft Project, Prolog, J.D. Edwards, E-mail, Internet
Preferred educational background: BA or BS degree, awarded from major college or university, preferably in Construction Management and/or Business administration combined with construction related education or experience.
Intangible: An intense desire to work in construction and related services, and with the people in these fields..