At PSG we are looking towards a bright future, and we’re always looking for talented people to join the team.
Do you work well within a team-oriented environment? Can you show us that you are talented, smart and energetic?  If so you may be the next team member at PSG.

Current Positions

Job Description/Objective:
Under the direct supervision of the Director of Construction, The Project Manager oversees time, cost and quality of projects to ensure high-quality work is produced under budget, on schedule, and to the developers / home owners’ satisfaction. The Project Manager takes FULL RESPONSIBILITY for initiating and implementing all the necessary tools and facets needed in producing projects in an efficient and safe manner, functioning as an effective liaison of site personnel, trade contractors, material suppliers, inspectors, and others on all projects under his or her direction. Developing the program of work and strategy for making the projects happen.

Responsibilities:
The Project Manager must:
• Maintain a high degree of integrity and honesty in all business dealings
• Be self-motivated and solve problems effectively
• Get along well with others and lead by example
• Communicate well; know how to listen
• Be well organized and thorough
• Solve problems within his or her authority
• Be emotionally stable and able to work through difficult situations quickly, calmly and professionally
• Be professional in dress, manner, and conduct; represent the company at all times and everywhere, and maintain a high degree of integrity and company loyalty

In addition, the Project Manager must be able to:
• Read, understand, and resolve inconsistencies and problems in plans and specifications
• Understand basic surveying principles and practices and interpret site specific topography
• Understand and maintain appropriate scheduling methods
• Understand safety practices and procedures and conduct an effective jobsite safety program
• Instruct, train, and work with trade contractors and others to ensure compliance with proper material usage, approved construction methods, and operating procedures
• Delegating responsibilities to subordinates while remaining accountable for their performance
• Make quick, accurate decisions when necessary and take responsibility for those decisions
• Use established supervisory and motivational techniques to elicit peak performance from all suppliers and trade contractors in regard to both quantity and quality. Your authority should stand on its own without use of threats or other negative techniques. Negative motivational techniques will not be tolerated.
• Use a computer, including word processing, accounting, emails, spreadsheet, and scheduling programs
• Plan, organize, and conduct ongoing training sessions for PSG site personnel.
• Maintain effective, cooperative, working relationships with architects, engineers, trade contractors, employees, material suppliers, home owners, public officials, and the general public
• Use diplomacy to mitigate negative situations and address developers / owners’ concerns professionally while maintaining excellent relations with them
• Integrate all tasks into an organized, controlled, and smooth-flowing system

The Project Manager should also know and understand:
• Applicable codes, zoning ordinances, OSHA requirements, and other laws and regulations
• Current accounting and other business practices
• Performance criteria and construction standards of each trade contractor
• How and when to say “no” to home owners without being offensive

The Project Manager will ensure the following:
Safety
• Adopt and maintain a zero tolerance approach regarding safety violations
• Establish and enforce safety programs as well as being the point of contact for all safety related issues for all project sites under his or her direction.
• Ensure that trade contractors have safety programs according to OSHA guidelines. Issue safety violation reports to trades found with deficiencies.

Photographs and Documentation
• Review daily reports for every job site, each and every day. Performance and quality issues are to be brought to the attention in writing to the Director of Construction.

Review photographs, Photographs should be taken nearly every day on each and every job site and should be of such that a very good recreation of the construction of the interior and exterior of the house (and site) can be depicted through them. Major milestones should definitely be recorded such as (but not limited to) excavation, ground roughs, footers, foundation, structural framing, MEP’s, insulation, sheetrock, trim, stone, stucco, paint, finishes. The photographs should not just be of the end products but rather the processes as well as the end products. You should expect to have at least 2000 pictures on file by the end of the project. Photos should be regularly downloaded to the shared file photo library for that project. Again, performance and quality issues are to be brought to the attention in writing to the Director of Construction.

Schedules and Subcontractors
• Maintain a list of available local qualified trade contractors that strikes the company’s desired balance of pricing and quality
• Negotiate with Subcontractors, vendors and suppliers to obtain the best price and delivery schedule that meets our needs at the highest standard possible
• Review business forms, checklists, and reports that aid in controlling aspects of the construction process under his or her responsibility
• Buy out of projects must meet an approved schedule of process as determined by PSG
• Scopes of work must be all inclusive, (tight) void of “holes” that end up driving up the budget costs and delays construction schedules
• Each subcontractor, vendor and supplier must be vetted to ensure PSG receives expected maximum performance. Corporate documents must be acquired to quantify validity of signed contracts.
• Acquire all mandatory insurance / bonding / licensing prior to signing of contracts
• Work with the Superintendent to create and maintain a client ‘Milestone Only” schedule
• Monitor each projects 30 day look ahead schedules that are published weekly, Performance issues in regards to schedules are to be brought to the attention in writing to the Director of Construction.
• Keep Director of Construction and the client notified of changes to the schedule that differ from the original master schedule as well as the milestone schedule created at the beginning of the project
• Work with the Director of Construction to coordinate trade contractor scheduling. The Director of Construction shall determine the resolution of all scheduling conflicts and is the only person that can pull a subcontractor from one job to go to another.
• Monitor and manage construction times/durations and focus attention of all construction personnel to ensure a smooth, efficient, and continuous flow of work on each individual home
• Coordinate with the Superintendent all pertinent material deliveries. Also document the return of all excess or inferior material and ensure that the company receives credits for these (document all returns with photographs) then check the returns against the credits at the next draw request
• Assist the Superintendent in developing alternative work assignments for inclement weather or schedule changes. This requires continually looking at the upcoming forecast and preparing trades for interior vs. exterior work if available.

Billing, Draws, Payments, Budgets
• Receive bids from all trades, review to make sure they are within budgets; if a bid is outside of budgets then acquire at least two additional bids – then review with management to determine course of action
• Draw request/approval to be done with the accounting department, comparison must be made between budgets, received bids, draws to date and signed change orders; also making sure that the level of completion is in accordance with the draw request. Review process to take place at least twice per month (per job) or more if necessary
• Issue and track change orders
• Issue and track purchase orders
• Close examination of suppliers invoicing to avoid double billing, tracking accurate returns
• Work closely with Superintendents to validate back charges, ensure proper documentation is in place and PSG protocol has been adhered to

Inspections / Quality
• Maintain a current record of all code interpretations and local ordinances for each jurisdiction
• Support company policies and construction standards, suggest improvements within the system, and execute policies to ensure compliance with company quality standards
• Closely monitor inspections for all projects both in comparison to our schedules as well as the overall performance of subcontractors.
• Closely monitor the documentation of municipalities in regards to the reporting of all inspections. Bring any discrepancies to the attention of the Director of Construction immediately
• Issue “Notice” letters immediately for substandard performance of subcontractors. This must be approved by the Director of Construction.

Project QA/ QC and Close-Out
• The Project Managers’ hands on approach to everything that goes on in the field is crucial. Frequent visits to the project sites serves to support the field personnel to add a fresh set of eyes and aide in the “team effort” approach each project requires.
• Assist the Superintendent in seeing areas of concern that need attention
• Stand in the gap nearing the close-out of Units / Buildings to achieve the “all hands on deck” sense of urgency while ensuring the quality and performance levels are met to provide a seamless turnover.

Job Description/Objective:
Under the direct supervision of the Director of Construction, The Superintendent oversees construction of projects to ensure high-quality work that is produced under budget, on schedule, and to the developers / home owners’ satisfaction. The Superintendent takes FULL RESPONSIBILITY for producing projects in an efficient and safe manner through effective management of trade contractors, material suppliers, inspectors, and others on all projects under his or her direction. The Superintendent is the primary representative of the company on construction matters. He or she orchestrates the work, coordinates the various complex aspects of the construction process, and trains trade contractors as needed in the performance of their work.

Responsibilities:
The Superintendent must:
• Maintain a high degree of integrity and honesty in all business dealings
• Be self-motivated and solve problems effectively
• Get along well with others and lead by example
• Communicate well; know how to listen
• Be well organized and thorough
• Solve problems within his or her authority
• Be emotionally stable and able to work through difficult situations quickly, calmly and professionally
• Be professional in dress, manner, and conduct; represent the company at all times and everywhere, and maintain a high degree of integrity and company loyalty

In addition, the Superintendent must be able to:
• Read, understand, and resolve inconsistencies and problems in plans and specifications
• Understand basic surveying principles and practices and interpret site specific topography
• Understand and maintain appropriate scheduling methods
• Understand safety practices and procedures and conduct an effective jobsite safety program
• Instruct, train, and work with trade contractors and others to ensure compliance with proper material usage, approved construction methods, and operating procedures
• Delegating responsibilities to subordinates while remaining accountable for their performance
• Make quick, accurate decisions when necessary and take responsibility for those decisions
• Use established supervisory and motivational techniques to elicit peak performance from all suppliers and trade contractors in regard to both quantity and quality as well as all schedules. Your authority should stand on its own without use of threats or other negative techniques. Negative motivational techniques will not be tolerated.
• Use a computer, including word processing, emails, spreadsheet, and scheduling programs
• Plan, organize, and conduct ongoing training sessions for construction personnel and others related to the trades
• Maintain effective, cooperative, working relationships with architects, engineers, trade contractors, employees, material suppliers, developers/owners, public officials, and the general public
• Use diplomacy to mitigate negative situations and address developers/owners’ concerns professionally while maintaining excellent relations with them
• Integrate all tasks into an organized, controlled, and smooth-flowing system
• Coordinate the work of all trade contractors on the job site to avoid conflicts and dry runs

The Superintendent should also know and understand:
• Applicable codes, zoning ordinances, OSHA requirements, and other laws and regulations
• Basic accounting and other business practices
• Performance criteria and construction standards of each trade contractor

The Superintendent will ensure the following:
Safety
• Adopt and maintain a zero tolerance approach regarding safety violations
• Establish and enforce safety measures; ensure that trade contractors perform their work safely, according to OSHA guidelines; and that the trade contractors have an effective safety program
• Not tolerate unsafe work practices and will take appropriate but firm action to promptly remedy safety violations to include compiling documentation as well as issuing appropriate notification to those companies that are in violation.

Photographs and Documentation
• Provide detailed daily reports for every job site, each and every day. Performance and quality issues are to be brought to the attention in writing to the Project Manager as well as the Director of Construction.
• Photographs, using your smart phone, should be taken nearly every day on each and every job site (your daily report form has a check box as a reminder) and should be of such, that a very accurate recreation of the construction of the interior and exterior of the entire building(s) (and site) can be depicted through them. Major milestones should definitely be recorded such as (but not limited to) excavation, ground roughs, footers, foundation, structural framing, MEP’s, insulation, sheetrock, trim, stone, stucco, paint, finishes. The photographs should not just be of the end products but rather the processes as well as the end products. You should expect to have at least 2000 pictures on file by the end of the project. Photos should be regularly downloaded to the shared file photo library for that project. Best practice is to download pictures at the same time you do your daily report each day.
• There is a time allotted in the master schedule to take the MEP photos. The purpose of the MEP photos is to capture the location and condition of every inch of the Mechanical, Electrical and Plumbing lines in each unit, both interior and exterior. Photos taken for the MEP’s should capture every square foot of the each unit from multiple angles. A side benefit to this is the documentation of all of the structural framing prior to covering it up so keep that in mind when taking the photographs.
• A red lined as-built set of plans shall be maintained all through the length of the project. As-Built information shall be documented on (but not limited to) the Civil, Architectural, Structural & MEP’s sets of the plans. This As-built set shall be kept separate from daily use, prepared solely for accurate historic documentation.

Schedules and Subcontractors
• Review business forms, checklists, and reports that aid in controlling aspects of the construction process under his or her responsibility
• Work with the Project Manager to create and publish to the client a ‘Milestone Only” schedule at the beginning of the project
• Update and publish 30 day look ahead schedules to all trades / vendors each week
• Keep the Project Manager and the Director of Construction notified of changes to the schedule that differ from the original master schedule as well as the milestone schedule that was developed at the beginning of the project
• Work with the Project Manager (and peers) to coordinate trade contractor scheduling. The Director of Construction shall determine the resolution of all scheduling conflicts and is the only person that can pull a subcontractor from one job to go to another.
• Monitor and manage construction times/durations and focus attention of all construction personnel to ensure a smooth, efficient, and continuous flow of work on each individual Unit.
• Coordinate the work of all trade contractors on the job site to avoid conflicts and dry runs; dry runs drive up the cost of the job, it also frustrates the subcontractor and ultimately adversely affects the overall job schedule. It is the responsibility of the Superintendent to provide comprehensive lists (scopes of work) along with schedules so that the subcontractor can get in once and complete his job.
• Coordinate the return of all excess or inferior material and ensure that the company receives credits for these (document all returns in writing along with photographs) and provide the Project Manager with this information.
• Determine alternative work assignments for inclement weather or schedule changes. This requires continually looking at the upcoming forecast and preparing trades for interior vs. exterior work if available.

Billing, Draws, Payments, Budgets
• Must have the ability to acquire bids for any trade, review to make sure they are within budget and that the scope being bid is accurate and complete – then review with Project Manager to determine course of action
• Draw request/approval process will include the input of the Superintendent. Accurate accounting of each trades percentage of completion as well as approved change order work and material delivery is to be used in the draw request approval process. This process will be done in conjunction with the Project Manager as a system of checks and balances to ensure PSG can accurately and timely pay its vendors and subcontractors. Detailed information you include in your daily reports will be a very good reference source for this process, keep that in mind when doing your daily reports.

Inspections / Quality
• Maintain a current record of all code interpretations and local ordinances for each jurisdiction in which he or she works
• Maintain uniform construction methods and inspection procedures within the company policy
• Support company policies and construction standards, suggest improvements within the system, and execute policies to ensure compliance with company quality standards
• Conduct detailed inspections of each construction phase before: a.) authorizing any work for payment, using quality checklists for inspection, quality control, and to ensure adherence to standard operating procedures. And b.) authorizing the next trade in the schedule to begin
• Review quality checklists with all trade contractors at appropriate times, which means throughout the processes, not just at the end. Remember you are the expert and the trainer, you must observe trades as they perform, critique and instruct as necessary so that the work gets done to our standard of expectation the first time.
• Detailed inspections must be made throughout the entire construction process; almost every activity that is monitored in the master schedule has an inspection associated with it. These inspections should be documented in your daily reports if there is no other inspection form available. A list of inspections are (but not limited to): footers, foundation walls (and sleeves), ground roughs, framing (a separate structural inspection is required see below), MEP roughs, sheetrock, hardwood floor, cabinet, trim, paint, stone, stucco, all finishes, hardware, punch. These inspections should also be documented with photographs
• The structural framing inspection should begin with the Superintendent creating a highlighted construction set of plans that mark every structural aspect of the Unit/Building. Then utilizing the highlighted set of plans, conduct a detailed inspection to ensure every structural detail is met in the Unit/Building. Deficiencies are to be documented (along with photographs), then provided to the framing company for immediate remediation, then, once the corrections are made – perform another inspection documenting through photographs that everything has been corrected.
• Continually conduct a detailed structural framing inspection with the framer before framing is completed utilizing your own structural inspection report methods.
• Conduct pre-drywall inspection to ensure all structural, mechanical, electrical and plumbing components are appropriately completed according to the plans, specs and building industry means and methods standards.
• Maintain a clean safe jobsite during construction, including the surrounding streets, ensure that neighborhood street and yards are clean and free of trash and construction debris; and ensure that storm drainage inlet protection and silt-control fences are in place and functioning properly
• Failure to perform required inspections will result in termination of employment.

Customer Interaction
• Ensure change orders have been approved before work is performed. Notify the Director of Construction if the change order approval process is appearing to stall the project schedule.
• Develop positive customer relations with each developer/home owner based on timely performance; ensure complete customer satisfaction by meeting regularly with developer and maintain effective two-way communication with them.
• Keep a communication log with the developers / home owner(s), answer their questions, and address their concerns all thru the construction process.

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