Senior Project Manager, Healthcare

Suffolk Construction; Los Angeles (CA); On-site; USD 120,000 - 180,000; Full time

Job summary

Suffolk Construction is seeking a Senior Project Manager in Los Angeles responsible for project administration, contracts, risk management, and ensuring progress against the project plan.

The role leads budgets, change orders, and close-out activities with trade partners and project teams, driving quality, safety, and on-time delivery in a fast-paced environment.

This is a challenging opportunity to help build a lasting legacy within a bold, collaborative culture.

Qualifications

• Must manage contractual requirements and risk management.
• Oversee purchase orders and agreements with trade partners.
• Lead project team to maintain schedule and quality.

Responsibilities

• Produce thorough forecast of Cost-to-Complete to identify exposures.
• Coordinate Oracle with Expedition to identify exposures.
• Track costs of field directives and back charges for forecasting.
• Provide the Owner with up-to-date status reports relating to Changes.
• Establish an effective Close-out Plan early in the project.
• Maintain project logs and ensure monthly reviews for issues.

Job description

Overview

The Senior Project Manager is responsible for all project administration including all contractual requirements, agreements with trade partners, purchase orders, and risk management. This individual also manages general work performance and quality, and overall team progress against the project plan.

Suffolk is seeking people who are bold. Curious. Innovative. Caring. Looking for the career opportunity of a lifetime. We'll challenge and inspire you to be your very best. We'll embrace what makes you unique and lift you up as you take chances. Here, you'll find a place where you can act with purpose and integrity, bringing intelligence and grit to every aspect of your job. Join us for the chance to achieve your ambitions and build your legacy.

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