Project Manager – Commercial Construction

Location: Arcadia, California, United States
Education: 4 year College
Experience: 5 Years

Posted on March 5, 2014


J.R. Abbott Construction – The right size for you?

Are you interested in being a part of a company that is big enough to have the resources to compete for any project, yet small enough to be nimble and quick on its feet? Big enough to be taken seriously, but small enough that each and every team member can truly make an impact.

At Abbott, you can make history, building the future!

Abbott was founded in 1983 and at 30 years old we are old enough to have strength and security, but young enough to allow individual innovation to play a part in defining the future. Abbott is young enough to keep discovering new talents and abilities but old enough to have a solid foundation built on strong core values.

Customer Service!

While all companies say they strive to provide good customer service, Abbott has built our reputation on providing exception customer service. The fact that 80% of our business comes from repeat clients prove that it’s not just lip service. We have built our company philosophy around delivering an exceptional customer service experience to everyone we come in contact.


Abbott is a true builder; a fact which our clients appreciate since it allows us the flexibility to keep our quality high, our prices fair and our schedules compact. With Offices in Seattle, Portland and Los Angeles we regularly provide construction management, general contracting, design-build and self-perform service all along the west coast.

To learn more about JR Abbott Construction visit our website at

Abbott currently has an opening for a Project Manager

The Project Manager role:

The Project Manager (PM) 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.
    1. 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.
    2. ALL pertinent information is provided to Superintendent, subcontractors, and others in a timely, complete, and professional manner.
    3. Billings to customers sent out regularly, on date specified in contract.
    4. Cash payments are received from customers on date specified in contract, or reasons why not, brought to Group Leader’s attention within 5 days.
    5. Provide job cost/margin forecasts on or before the 10th day of each month, as of the end of the prior month.
    6. The job is bought out promptly at the beginning of the job, with clear, thorough Subcontracts and Supply Agreements.
    7. Uploads of cost codes, quantities, budgets, and daily maintenance of them is done, so that interface with Accounting is smooth and timely.
    8. RFI logs, COP logs, submittal logs are continuously maintained.
    9. Invoice approval is done per the established routine.
    10. Review and approve job payroll weekly.

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.

Project Experience Required: Solid experience in a Project Manager Role with a Generalist background, including experience on a broad variety of types and sizes of commercial projects.



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