Eight Tips for Being an Effective Project Manager in Construction Projects
Jerry Aliberti • March 20, 2024
In the construction industry, the role of a project manager is pivotal to the success of any project. The ability to oversee and coordinate a wide array of tasks, manage resources, and ensure timely and within-budget completion is no easy feat. To shed light on what it takes to be a truly effective project manager in the construction business, we're going to dive into the indispensable traits and habits that can make all the difference. Drawing from the insights of Jerry Aliberti, owner of Prosl, who has accumulated years of experience and wisdom in the field, we'll explore the eight essential traits that every construction project manager should embody.
Mindset: Building Beyond Construction
The foundation of effective project management lies in the mindset of the manager. Understanding the immense responsibility of being at the helm of a construction project and how it contributes to the creation and maintenance of essential infrastructure within communities is crucial. Project managers must take pride in the fact that their work significantly impacts the development and sustenance of cities and neighborhoods. Moreover, acknowledging the monumental significance of their role beyond just a career is vital in fostering a sense of purpose and pride in their work.
Additionally, Jerry emphasizes the critical importance of mental well-being and combating burnout. The immense weight of overseeing complex construction undertakings places significant strain on project managers, making it imperative for them to take full advantage of their time off. Recognizing the value of vacation time and utilizing it fully can help project managers maintain their mental health and prevent burnout, ultimately contributing to their long-term effectiveness in their role.
Sense of Urgency: Navigating Tight Schedules
In the fast-paced world of construction, a sense of urgency is paramount. Once a construction project begins, it's essential for project managers to drive it forward with efficiency and speed. Jerry highlights the changing landscape of project timelines over the years, emphasizing the need to complete projects in tighter schedules than ever before. For effective project management, the ability to navigate these tight schedules and move projects forward swiftly is a fundamental trait.
Organizational Skills: Streamlining Project Execution
Alongside a sense of urgency, the ability to stay organized is a crucial companion trait for project managers. Streamlining project execution requires meticulous planning, scheduling, and coordination. Project managers need to manage various facets of the project, including communication with subcontractors, setting expectations, addressing potential challenges, and prioritizing safety. The implementation of look-ahead schedules, meaningful meetings, and poll planning further exemplifies the meticulous organizational skills required to effectively manage construction projects.
Thorough Planning: Understanding Roles and Responsibilities
Beyond the day-to-day operations, effective project managers need to have a comprehensive understanding of their role and those of their team members. Jerry Aliberti delineates the differences in planning perspectives between foremen, supers, and project managers, emphasizing the need for a deep understanding of both current and future project requirements. Delegating tasks and responsibilities effectively is also crucial in ensuring that planning efforts are cohesive and comprehensive, leading to smooth project execution.
Proactive Submittals and Paperwork Management
One notable factor that can contribute significantly to the smooth execution of construction projects is the proactive management of submittals and paperwork. Being proactive in this regard involves diligent work even before the project commences. Jerry cites successful construction companies that attribute their ability to complete projects ahead of schedule to their proactive approach to submittals and paperwork management. This trait, in conjunction with effective delegation and planning, can have a profound impact on the project's overall efficiency.
Understanding Budgets and Synergy
Project managers in the construction industry need to have a robust grasp of budgeting and financial management. Understanding the intricate details of project budgets, including overhead, profit, and unit pricing dynamics, is essential for effective resource allocation and cost control. Jerry highlights the importance of fostering synergy between the estimating and field departments, underscoring the need for a cohesive, integrated approach to financial management. This alignment enables informed decision-making and efficient financial execution throughout the project lifecycle.
Resource Allocation and Equipment Forecasting
Beyond financial acumen, effective project managers need to have a keen understanding of resource allocation and equipment forecasting. This is particularly vital in labor-intensive trades and heavy civil construction, where the management of expensive equipment and resources is a significant logistical challenge. The ability to assess, allocate, and manage resources effectively, including equipment rental, leasing, and purchasing decisions, is a key trait for successful project managers. Proactive planning and foresight regarding resource and equipment needs contribute to smoother project operations and cost management.
Process Streamlining: Scaling Through Effective Processes
Develop Project Processes
The final trait outlined by Jerry Aliberti is the skill and foresight required to streamline project processes. Project managers need to establish and implement standardized processes that can be systematically broken down and assigned across various roles within the project team. This strategic approach to process management facilitates scalability and autonomy within the project, ultimately leading to the self-sustained operation of the project over time. The ability to streamline processes empowers project managers to maintain control while fostering an environment that can function efficiently even in their absence.
In the high-stakes world of construction project management, the requisite traits and habits for success are multifaceted and demanding. The insights shared by Jerry Aliberti underscore the critical importance of mindset, urgency, organization, planning, proactive management, financial acumen, resource allocation, and process streamlining. The mastery of these eight essential traits can elevate a project manager from effective to exceptional, enabling them to navigate the complexities of construction projects with skill and finesse.
Navigating the multifaceted landscape of construction project management requires continual honing of these fundamental traits. By embracing a sense of purpose, maintaining organizational agility, and fostering a comprehensive understanding of project dynamics, project managers can navigate the challenges and triumphs of their role with grace and efficacy. The construction industry stands to benefit immensely from the cultivation of project managers who embody these indispensable traits, driving the successful completion of projects and the sustained development of essential infrastructure for thriving communities.
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If you're eager to learn more and engage in a discussion with Jerry, book a meeting to gain valuable insights for your own projects. Don't miss this opportunity to connect with an industry expert and elevate your project management skills.
The Challenge One of the most overlooked problems in construction is confusion over who is actually in charge of the project. In smaller companies and on smaller projects, it often falls on the superintendent. They have the field experience, are respected by the crews, and drive the work forward, while the project manager plays a more supporting role. That structure works when the projects are small, but as the company grows and the projects become larger, the cracks start to show. Clients expect the project manager to lead. They want answers on budgets, schedules, and commitments. The word “manager” in the title makes them assume that the person has the authority, and in my years of experience, they should. Meanwhile, the superintendent’s value is in driving the day-to-day in the field and keeping production moving. When the lines between the two are not redefined as a company grows, tension builds. Superintendents who have always “run the job” struggle to let go. Project managers who have always supported now need to step into leadership. The lack of clarity creates a tug of war inside the company.
Welcome to the first edition of The Growth Accelerator. This newsletter is designed for construction owners who are serious about scaling their operations without compromising profit or control. After 22-plus years in the industry, managing hundreds of millions of dollars in projects in the field and leading estimating teams responsible for more than $12 billion in projects, I have seen the patterns that make or break contractors. Each week, I will share insights from the field and boardroom to help you run a stronger, more profitable business. So let’s dive into the first issue topic! I figured I would start with the topic of one of my most viewed LinkedIn posts, which received over 225,000 impressions!
Struggling with large-scale construction budgeting? I can help contractors and developers plan, manage, and optimize budgets for complex projects. Read on...
