Skip to main content

Job Responsibility



Project Manager

Operational Job Responsibilities

  • The PM is the individual with overall accountability for a project. Each PM will be given full profit and performance responsibility for their jobs.
  • Serve as an inspiring role model and mentor for your team - and to other project leaders.
  • Apply multiple talents and disciplines to express our core values
  • Help us win repeat business by fulfilling promises to clients on the projects you lead in concert with our brand pillars.
  • Function as empowered entrepreneurs running your work and achieving the financial goals for your projects that contribute to our overall profitability.

A PM's performance will be rated based on the following items:

  • Profitability of their jobs
  • Owner satisfaction with their performance
  • Timely completion of their projects
  • The quality of construction
  • Their ability to motivate their team
  • Their ability to negotiate firmly and fairly with owners and subcontractors
  • Ability to look ahead and meet deadlines
  • Actively lead/be involved in estimating and future opportunity pursuits
  • Accurate and timely job costing and accounting functions
  • Training and mentoring engineers
  • The PM is responsible for the managerial and administrative aspects of a project. The superintendent is responsible for the actual "hands on", day-to-day supervision.
  • The PM shall know the job well, anticipating any potential problems.
  • The PM shall facilitate a kick-off and then weekly internal team meetings
  • The PM shall establish a weekly OAC Meeting during the precon process of the project.
  • The PM has a responsibility to the other company employees involved with their jobs to prepare his paperwork accurately and timely. They must spend the necessary time required.
  • Preparing a construction schedule is the PM's responsibility. The actual scheduling of subcontractors and manpower is the superintendent's responsibility. The PM shall support the Superintendent and become involved with scheduling subcontractors only when the superintendent notifies him of a problem.
  • The PM shall visit the site frequently enough to ensure that the quality of workmanship is up to our standards. In most cases, this will include  weekly visit.
  • The PM shall develop and maintain a good business relationship with the owner. They should develop an atmosphere of cooperation and goodwill which leads to future opportunities.
  • The PM shall invoice owners in accordance with their contract both AIA forms and work orders, and be responsible for collection of payments.
  • The PM is responsible for his/her own personal growth which includes Continuous Learning, Charity, Professional Organization, Network, Balancing Priorities.
  • The PM is responsible for mentoring others which includes: Replacing Yourself, Continuous Learning/Teaching, Planning, Looking Ahead, Pulling Up - Not Managing, PE Roles (Beginning of Project, by End of Project, Critical Success Factors (CSF's)


Project Engineer

Operational Job Responsibilities

The Project Engineer is the individual responsible for assisting the project manager by providing the appropriate follow through on various tasks and maintaining proper records including, but not limited to the following:

  • Prepare and maintain all required submittal logs. Collect, review, and submit shop drawings to the appropriate Architect or Engineer, and return the proper shop drawings to the appropriate subcontractors after the review has been completed with full coordination with field staff.
  • The project engineer shall review each submittal in order to familiarize themselves with the work and check for obvious mistakes (i.d. improper or unspecified materials, obvious incorrect dimensions, etc.)
  • Maintain a thorough record of all construction change directives. Obtain all pricing from subcontractors for construction change directives, review the pricing by checking unit cost quantities of material or other components of the pricing to ensure that the prices provided are adequate and fair.
  • Notify the project manager immediately of any potential additional costs in the form of back charges, additional work or changes in the scope of work which are not provided for in the original contract.
  • The project engineer on the job site shall spend sufficient time with the project superintendent to review and learn proper construction techniques and procedures. The project engineer shall devote sufficient time as to become familiar with the work being performed by each trade involved in the project so as the experience benefits them in the future.
  • Provide the field superintendent with copies of all original un-reviewed shop drawings. These shop drawing shall be stamped “Not For Construction” until the proper approved shop drawings are received back from the Architect or Engineer.  The project engineer shall be responsible for ensuring that the superintendent has all of the proper submittals with which to work off and the appropriate number of copies to provide to other subcontractors in the field.
  • Project engineer shall be responsible for coordinating with all local authorities at the beginning of the project to ensure that the proper building permits, health department permits, D & R permits, etc., are obtained.  Project engineer shall make sure each governing authority has sufficient copies of the drawings and the paperwork necessary to allow the project to commence.  Prior to completion of project, the project engineer shall coordinate with the local authorities in order to obtain required occupancy permits for buildings.
  • Project engineer shall coordinate with the Architect and Engineer to ensure that all change revisions to the contract drawings are issued in a timely fashion.  The project engineer shall be responsible for obtaining the change order plans and specifications and forwarding them to all subcontractors and suppliers affected.  The project engineer shall also be responsible for providing appropriate copies of the revision documents to the field superintendent.  The project engineer shall completely review the revision documents to fully understand the changes in the scope of work and be aware of subcontractors and suppliers who are affected.
  • Project engineers shall be responsible for soliciting and collecting all required pricing due to the issuance of a change order by the Architect or Engineer.  Pricing should be solicited and collected from all affected subcontractors or suppliers within seven days of the date of receipt of the change order plans or specifications.  Project engineer shall sufficiently review the pricing received in order to check unit costs, quantities, and double check totals.
  • The project engineer shall notify the project manager of changes in the construction schedule immediately as they become evident.
  • The project engineer shall develop and maintain a good business relationship with the owner. They should develop and atmosphere of cooperation and goodwill which leads to future opportunities.
  • Critical Success Factors


Operational Job Responsibilities

  • The Superintendent is in control of the job site at ALL times. He is ultimately responsible for safety, quality control, and schedule. Assist to create and review the Critical Path Method (CPM) Schedule with the project manager prior to the start of the project. It is the superintendents responsibility to manage the schedule throughout the entire project.
  • Familiarize themselves with all pertinent project plans, specs, updates, etc.
  • Maintain good working relationships with owners, architects, building officials, and subcontractors. Attend all OAC and other pertinent meetings. Contribute pertinent information at these meetings and take their own notes.
  • Keep a current job book. File subcontracts, permits, and preconstruction meeting minutes in the book.
  • Conduct and document preconstruction meetings with all subcontractors and suppliers prior to their starting work. Review safety, certificate of insurance, quality control, schedule, permits, T&M rates, and material procurement in the meetings.
  • Familiarize themselves with subcontracts, insurance and scope prior to a subcontractor starting work. Discuss all scope gap with the project manager immediately if discovered.
  • Do not discuss or communicate problems in front of owners, tenants, and/or architects. Ensure subcontractors only discuss issues with the Brinkmann team. 
  • Conduct weekly subcontractor meetings. Maintain the two-week schedule board for these meetings.
  • Conduct and maintain current Tool Box Talks.
  • Utilize the RFI process for documentation of information gap.
  • Superintendent shall complete a check set of plans prior to commencement of work on site. Review their check set with project manager and engineer set during the scheduled meeting.
  • Execute daily logs.
  • Superintendents are responsible for organization and maintenance of job site trailer and equipment.
  • Implementation and coordination of SWPPP plan.
  • Maintain a current as-built set of plans available.
  • Attend buyout meetings when possible.
  • Manage all third party testing and inspections.
  • Quality control procedures and tracking.
  • Site purchases and approvals as required.

Support Documents