To be a good project manager, 23 key points must not be overlooked!

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This post was last edited by Hasty Passerby on July 22, 2019, at 16:07. To be a good project manager, 23 key points must not be overlooked! The success of a project is 100% attributed to the project team, while its failure is 100% the responsibility of the project manager alone. Although this may seem a bit exaggerated, the role of the project manager is indeed very important. What are the key aspects of a project manager’s workflow? What skills does a project manager need? 1. Upon receiving instructions from company management, participate in the bidding for this project and work together with the designers to carry out the construction drawing design. 2. After the design is finalized, actively organize relevant personnel to conduct a second internal review of the construction drawings; once no objections are raised, formulate plans for the manpower, materials, production equipment, etc., required for the project, submit them to the supervisor for approval, and then forward them to the General Office for processing. 3. Upon receiving the construction drawings, the project manager and the budget officer jointly determine the cost budget for the project (by filling out a cost calculation sheet), and submit it to the finance department for record-keeping, so as to facilitate the company’s allocation of funds. 4. The project manager and technicians jointly draft the construction plan for this project (including technical and safety measures, as well as a construction schedule), and organize the construction work in strict accordance with the established procedures and quality standards. 5. Upon arriving at the construction site, immediately organize an inspection of the site to address issues related to electricity, water supply, and temporary facilities for construction, and communicate with the client (exchange contact numbers). 6. The project manager officially begins his project management duties from the moment he arrives at the construction site (for safety and technical quality briefings). He must be present when construction materials arrive to verify them, and he needs to check each item related to the materials on site in accordance with the company’s material release forms and the records of materials purchased on site. He should keep detailed records and fill out the \"On-Site Material Inspection Form\"; any materials that do not meet the specified standards must be corrected on the spot. The quality of materials entering the site must be strictly inspected, with confirmation and signature by the on-site supervisor. Materials that are of substandard quality or do not meet the brand requirements set by the company must be reported to the company for replacement. Fill out the ‘On-site Material Inspection Record Form’ according to the relevant information. 7. During the on-site technical briefing, the project manager should gather the designers and the supervisors of each specialized construction team to be present, so that they can familiarize themselves with the design drawings, verify the actual conditions on site, and fill out the \"On-Site Briefing Form\" accurately. 8. During the construction process, the project manager must inspect each stage of the work one by one, and record the time of the manager’s on-site inspection, the progress of the work at that time, as well as the results of the quality inspections in the \"Project Construction Log\". Upon entering the site, it is necessary to first carry out work to protect the finished products, that is, to protect the existing items at the site such as the entrance doors, heating systems, gas meters, and electricity meters. And fill out the On-site Property Confirmation Form. 9. When inspecting the construction site, the project manager must pay closer attention to the work done to protect the finished products on site, and record the results of these inspections in the “Remarks” column. In cases where the protection of finished products does not meet the requirements, the manager must order immediate corrective action. 10. The project manager shall ensure close coordination among all construction phases, prevent idle labor, and avoid any delays in the schedule caused by the company’s internal construction teams. 11. The project manager should schedule a meeting with the specialized construction teams (waterway construction teams, electrical construction teams, etc.) 3 days in advance. After the completion of the relevant construction tasks or when cross-construction is required, an inspection of those tasks shall be carried out, and the \"Construction Task Handover Form\" and the \"Work Volume Verification Form\" shall be filled out. It ensures that there is no mutual blame during the handover of construction phases or at the time of settlement. 12. The project manager must promptly report on the progress of the project, answer questions regarding the quality of the work, record opinions accurately in the \"Project Construction Log\", and confirm them in writing. 13. The project manager shall coordinate the alignment between the design plan and the actual on-site conditions, and promptly modify any discrepancies in the design plan. 14. The project manager should remind the relevant parties to purchase the materials and have them delivered to the site 7 days before the start of the corresponding work processes (and fill out the material application form) so that the construction workers can proceed with the work. If the materials are purchased through the company, the project manager should directly inform the company’s personnel in charge of materials to deliver them to the construction site on time, carry out inspections of the materials, and fill out the Material Acceptance Form. 15. At the mid-stage of the project (i.e., when 50%–70% of the work has been completed), the project manager should carry out mid-term construction inspections, fill out the \"Construction Progress Report\", and to ensure project quality, conduct preliminary inspections prior to the official inspections in order to identify potential quality issues and address them promptly. After passing the mid-term acceptance, the project manager should urge the client to fill out the \"Construction Progress Report\" and submit it. 16. The project manager may make additions or reductions to the work based on the design requirements, by filling out the \"Work Addition Form\" and the \"Work Reduction Form\", making corresponding entries in the \"Project Construction Log\", and preparing the \"Project Timeline Change Form\". Strictly control the construction schedule to ensure completion on time. 17. The project manager shall, based on the partial inspections of the specific tasks completed on site, fill out the corresponding inspection forms: ‘Carpentry Inspection Form’, ‘Plastering Inspection Form’, ‘Tilework Inspection Form’, ‘Plumbing Inspection Form’, ‘Electrical Inspection Form’, ‘Waterproofing Inspection Form’, ‘Finished Door Inspection Form’, and ‘Outsourced Work Inspection Form’. A bill of quantities shall also be prepared, and these documents shall take effect only after being signed off by technical personnel and other relevant personnel involved in the construction. 18. The project manager should conduct regular on-site inspections and supervision to identify and resolve issues promptly. Problems that are difficult to resolve should be reported to the engineering inspection team promptly. When assigning tasks, the on-site supervisor should allocate work reasonably based on the workers’ technical skills. In their management duties, project managers are required to keep engineering logs and summarize the performance of tasks at various stages. (The progress of work at each stage should be reported to the company every 15 days in electronic format.) During inspections of the construction process, careful attention should be paid to the materials and construction methods; efforts should be made to ensure proper working practices and safety standards. The “Routine Inspection Form” must be filled out promptly, and any issues identified should be resolved immediately to avoid future problems. 19. Before the final acceptance of the project upon its completion, the project manager must conduct a preliminary inspection of the entire project in accordance with the preliminary acceptance procedures. If the project does not meet the requirements, the manager must inform the supervisors of each specialized construction team about the inspection results, order those teams to make immediate corrections, and record the findings accordingly. 20. Upon the completion of the project, the project manager should convene the heads of all construction teams involved in the project to carry out the completion inspection, fill out the \"Completion Inspection Form\". If there are no defects in the project, then the \"Completion Settlement Form\" should be filled out, and the settlement procedures shall be handled at the company. 21. After the project is completed, organize the withdrawal and storage of materials, equipment, and personnel. 22. The project manager shall submit all records and documents generated during the project progress to the company’s general office, which will then assign a dedicated person to archive them. 23. The project manager assists the budget officer, designers, and internal staff with the settlement (audit) of the project and the submission of relevant documents.