Senior Project Manager

Overview

We are seeking an experienced and detail-oriented Senior Project Manager to lead complex projects within our organisation. The ideal candidate will possess a strong background in system design, mechanical knowledge, and advanced technical skills. This role offers the opportunity to oversee project development from conception through to completion, ensuring technical excellence and adherence to project timelines. The position is fully paid and suitable for professionals committed to innovation and continuous improvement.

Responsibilities

• A. General

The Contracts Manager/Project Manager has overall responsibility & accountability for project delivery including:

· Environment, Health & Safety (EHS Management)

· Site set up, appearance and management

· Quality

· Cost

· Progress and programme

· Management of all resources - subcontractors, materials, staff

· Relations with client, design team and others

and is accountable for everyone on site and accountable for all activities carried out on site

B. Subcontractor Management

Appointing subcontractors

· In conjunction with the Project QS, review the competitive subcontract prices prior to award.

· Prior to appointing any subcontractor, the Project Manager (along with the Project QS), will attend a pre-award meeting with every subcontractor. At this meeting the suitability and capacity of the subcontractor to undertake the works must be verified.

· If a subcontractor is already contracted to a Frencon project, then he should not be contracted to another Frencon project until his role in the first project is at least 80% complete or unless it can be demonstrated (and documented accordingly) by the Project Manager and the QS that the said subcontractor has the capacity necessary to complete the second Frencon job.

· Ensure that all insurance requirements are presented by the subcontractor at the pre-award.

· Particular care should be taken in the appointment of groundworks subcontractors to ensure that a very thorough pre award review and meeting is held and that the suitability and capability of the groundworker is confirmed.

· The Project Manager must ensure that all Frencon subcontractors are engaged on the basis of binding contracts and that subcontractors are aware of their obligations under their contract.

· Prior to commencement of work, agree a programme of works and resources with the subcontractor and be satisfied that these are adequate.

· Visit the premises of relevant subcontractors to verify their capacity for the works - e.g. steel fabrication or curtain walling.

Nominated subcontractors

· The Project Manager (in conjunction with the Project QS) will review all nominated subcontractor and supplier packages and highlight to the Senior Project Manager/Contracts Director opportunities for Frencon to take over these packages. Alternatives should be presented to the Design Team as early as possible for approval.

· Prior to acceptance of a nomination the Project Manager (in conjunction with the Project QS) will carry out a reference/background check on all nominees, including a check of previous work history with Frencon (see Subcontractor/Supplier database). The Project Manager must review the outcome with Senior Contracts Manager / Contracts Director and document any concerns in writing to the design team. If necessary an alternative must be formally requested.

· The Project Manager must request a programme from the nominated subcontractor and review this programme against Frencon's project programme and resolve any issues.

· The Project Manager will review the tender documents for adherence to programme and preliminary attendance requirements and to bring these items to resolution with the nominated subcontractors prior to acceptance of the nomination.

· NOTE: Once a nomination has been accepted nominated subcontractors are managed in the same way as domestic subcontractors (including completion of Recordsheets and Checklists), except that payment is authorised by the design team rather than Frencon .

· The Project Manager must highlight in writing to the design team any issues relating to performance and quality of nominated subcontractors work and should ensure that the Design Team's certification of works takes into account Frencon's opinion on works completed to date.

· Whilst nominated subcontractors must adhere to Frencon's project programme, the Project Manager must ensure that areas of work are released to the nominated subcontractor as agreed as the nominated subcontractor is entitled to comment to the design team regarding any delays.

On-site subcontractor management

· Arrange frequent & continuous co-ordination meetings with subcontractors to discuss subcontractor programme, performance, quality, housekeeping, supervision, industrial relations, EHS, etc. and maintaining a record of all issues arising.

· Ensure that appropriate action is taken to implement Frencon waste policy on site. This should be raised at production meetings, pre-award meetings, and at every subcontractor coordination meeting. Where a subcontractor is non-compliant a letter must be sent to the subcontractor outlining required actions and consequences. A review of waste costs to be undertaken with the Project QS on a monthly basis and necessary actions implemented on site.

· Constantly check that Subcontractor work is being carried out in accordance with Frencon systems and contract documents.

· Ensure that all subcontractors are aware that payments will only be made for completed units of work. Monitor off-site works where relevant (working drawings, approvals, procurement of materials, fabrication etc.)

Communication and correspondence

· Establish effective written communication with subcontractors to ensure fulfilment of their contractual obligations and to avoid variations on the basis of verbal agreements.

· Ensure that, in the event of poor or irregular performance of subcontractors, adequate and accurate written correspondence is on file to that effect and that ALL such correspondence is copied to the project QS.

· Letters will be issued by the Project Manager on an ongoing basis to subcontractors recording issues, problems, progress etc. and confirming verbal conversations.

· It is expected that a Project Manager would issue a minimum of 24 no. such letters each month.

Subcontractors performance

· If a subcontractor's poor performance is impacting on the overall project a review of their contract should be undertaken immediately by the Project Manager and the Project QS, with a view to corrective action.

· If contract determination is necessary another suitable alternative means of completing the works must be identified and put in place so that there is no delay.

· The Project Manager must evaluate subcontractor performance upon completion of a project

Variations, day-works and General Operatives

· The Project Manager is to avoid day-works of any nature on sites.

· Any variations that may arise should be agreed by the Project QS on a weekly basis with the subcontractor and priced on a lump sum basis to form part of the subcontract.

· The Project Manager will ensure that appropriate back up is maintained on file to explain how such variations have arisen.

· NOTE: Under no circumstances are these variations to be agreed by anyone other than the project QS.

· The Project Manager must ensure that Frencon employed general operatives are kept to a minimum on site. This will be done in collaboration with the project QS. Subcontractor packages must include a comprehensive service, completing the job and cleaning up after themselves, thereby eliminating the requirement for general operatives.

· Prior to general operatives carrying out any work for which the subcontractor is responsible appropriate written notification must be sent to the subcontractor.

· This work is to be clearly noted on Daily Allocation Sheets and the Project QS informed so the subcontractor can be contra charged.

C. Manage Contract from Estimation to Completion

Project Start-up

· Attend the Internal Pre Start Meeting and ensure all actions arising are completed in a timely fashion

· The CM and the project QS will look at the project, taking into consideration tender preliminary attendances and the CM will create a target/contract programme for the project to be completed within the shortest possible timescale.

· The programme must be feasible for the company and for the client and must be agreed with senior management.

· Programme the works so as to complete a single unit (e.g. house), zone, area or section of the works (e.g. floor) as early as possible within the overall programme.

· Key milestones specific to Frencon should be identified and built into the programme at the outset, including:

o Completion of first unit/section of works;

o Works Completion Inspection prior to removal of large sections of scaffolding;

o Site inspection prior to demobilisation.

· Work with the Project QS in producing the Procurement schedule (to include all packages and preliminary requirements).

· Frencon policy is that all subcontracts to wall plate level, are to be placed as a matter of urgency, with all remaining subcontracts to be placed by the time 25% of the programme has been completed.

· It is the responsibility of the Project Manager to determine appropriate dates for all packages and to enter programme start date and date to be appointed for each package on the Procurement Schedule.

· Define the site setup requirements and the timing associated with implementation. Take into account the phasing of the project and possible relocation of facilities. Survey the site for any unforeseen items and survey all adjoining buildings prior to commencement of work; maintain a record on file of these surveys. Liaise with the Quality and EHS Departments to ensure that the Quality and EHS systems are correctly setup. The Project Manager must apply for:

o Required connections to utilities

o Required licences - e.g. hoarding, road opening etc.

o Registering with HomeBond if necessary – (see FRCM082)

· Provide a Site Hoarding Plan to the EHS Department for the Insurance Company. Ensure that prior agreement is reached with the EHS Department if the hoarding is altered, then an updated plan is to be submitted to the EHS Department for submission to the Insurance Company.

· The Project Manager and the Project QS will review the prelims allowances and identify any requirements not included prior to commencement.

· The Project Manager will manage the prelim costs throughout the project and review actual costs against budget, taking appropriate action where necessary.

Evaluation of work and payment of subcontractors

· The Quality department will provide the Contracts/Project Manager with a list of generic Recordsheets and Checklists following the Internal Pre Start Meeting.

· It is the responsibility of the Project Manager to work with the Quality Department to amend and produce the RS/CL and ensure that all documents are in place before any work commences on site. The standard RS/CL facilitates payments for completed units/zones/areas/sections of work.

· Any exceptions to this must be reviewed and agreed with the Project QS and an appropriate RS/CL designed.

· Assign responsibility for completion of Recordsheets and checklists by the site management team and conduct inspections and sign off of a minimum of 10% of Recordsheets and checklists.

· In the case of blocklayers on a weekly basis the Project QS will produce an accurate valuation of works completed to date with appropriate back up and in accordance with signed Recordsheets & checklists.

· Under no circumstances are blocklayers to be paid on the basis of block counts for incomplete zones/areas/sections/units of work.

Resources on-site

· Ensuring there are adequate appropriately trained resources on site at all times to carry out the works.

· Any requirements for additional staff should be agreed with the Senior Contracts Manager/Contracts Director and notified to the Personnel Manager.

· Recruitment and appointment of staff will then be undertaken by either the Personnel Manager or the Project Manager as appropriate.

On-going project management

· Holding regular (minimum fortnightly) production meetings on site to review project status, future plans, issues, concerns and actions with all members of the Frencon site management team including the Project QS.

· Ensure that appropriate (printed in file) photographic records are maintained of all issues arising on site.

· Facilitate the smooth running of the project by continuously monitoring and forward-planning all resources on site versus programme requirements.

· Take immediate and decisive action to rectify current problems and to address any other problems.

· Make continuous and accurate assessment of progress and report weekly on progress (submit Weekly Progress Report to Senior Contracts Manager / Contracts Director).

· Review subcontractor performance as recorded on Recordsheets as a measure of actual performance to date.

· Monitor and update the project programme and take appropriate action to ensure the project is completed on schedule.

· Throughout the project the Project Manager is responsible for (and must regularly check) compliance with all statutory and regulatory requirements and the Frencon Quality & EHS Management System, in particular:

o Documentation on site is maintained to the highest standard.

o All programmes are controlled and an electronic copy sent to the Quality Department. Ensure that only the latest versions of programmes are available on site (superseded copies should be removed from site).

o The site team is working to current and up-to-date: Drawings, building regulations, standards, Information

o Ensure that the inspection of works and sign-off of Recordsheets takes place regularly and is kept up-to-date.

· The Project Manager must ensure that utility bills (e.g. gas, electricity) for the finished building / house / unit are put in the client or end user's name and not Frencon and that the utility is informed in writing with a meter reading immediately upon handover to the client / on the day the Practical Completion Certificate is issued.

· To avoid incurring excess costs ESB fuses should be removed after testing (max two weeks).

· Ensure signage is in keeping with statutory requirements and Frencon requirements and presents the site in a professional manner.

· Regularly inspect the site boundaries/hoarding to ensure satisfactory presentation. Ensure that any public facilities adjacent to Frencon sites are maintained as appropriate - e.g. public footpaths, roads etc.

Planning and Programming

· Prepare detailed short term programmes (e.g. 4 week forecast; completion programme) and distribute to subcontractors as needed.

· In particular as the project nears completion, a Snagging Schedule (FRCM055) should be prepared to ensure that snagging is controlled and documented. This should be updated daily and emailed (or faxed) to the Senior Contracts Manager / Contracts Director weekly.

External Bodies

· The Project Manager will implement a positive communication policy with external bodies (ex. local authorities), neighbouring parties, residence committees etc.

For more details about the role please use the application process.

Job Types: Full-time, Permanent, Freelance

Pay: £38,723.00-£89,644.91 per year

Benefits:

• Company pension
• Employee discount

Work Location: In person