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TheobligationsoftheContractor'sProjectManagerinconstructionprojects•ThesuccessoftheprojectsinthecontractingsectordependonexperienceandcapabilityoftheContractor'sProjectManagerwhoissupposedtomanageanddirecttheproject,basedonafullunderstandingoftherequirementsandthevision;andheshouldhaveastrongexperienceandconfidencetodelegateresponsibilitiesandtostandbydecisions.•InthecasewheretheContractor'sProjectManagerdoesnotadoptandapplytheproperbasicsofthemanagerialprinciples,suchasfocusingonthemanagementsystem,theprojectprogressmaybedelayedandwillbeaffected.•Itisrecommendedtohaveafullsupportfromtopmanagementforhim,tohelphimunderstandandachievetheprojectobjectivewhichallowshimtofocusontheconstructionaspectsoftheproject.•Contractor'sProjectManagershavetoincorporateanumberofkeyfunctionsintotheirrole,theseare:•forecasting,•planning,•organizing,•controlling,•coordinating,•motivating,and•communicating.•TheContractor'sProjectManageristheleaderofthesitestafffordirectingandmanagingtheworkactivities,thereforeitisnecessaryforhimtoappreciatetheskillsofothers,stresstheimportanceofrequirementsandrespecttheopinionofhisstaff.•Hemustcreatetrustandagoodworkingatmospherebetweenhisstaff.Thiscanbeachievedinpartbyselectingmembersbasedontheexperienceandskills,settingaveryclearrules,informingthestaffwiththeupdatedinformation's,askingforregularmeetingandsettingamajorgoalsofaproject.Meantime,heshouldinformhisteamhowtoguide,collaborate,understandandanalyzethetechnicalproblemtoavoidanydelayduringworkinprogress.•ProjectsnormallypresentaspecialsetofcircumstancesinwhichtheProjectManagerhastooperatee.g.rapidgrowthinconstruction,tightconstructiontimes,theuniquearchitecturalfeaturesofmanyprojectdesigns,internationalcontractorsandconsultants,amultinationalworkforceandreadilyavailableinvestment.•InmanyprojectstheClient,ConsultantandContractorcontributetothecausesofdelaysduetotheimproperimplementationofprojectmanagementprinciplesandamisunderstandingofthedesignprocessandthedesignmanagementandprocurementcontractprocesses.Theseaccumulatedfactorsareconsideredastheprinciplereasonfortheproblemexperiencedattheprojectconstructionstage.•TheContractor'sProjectManagershouldbefullyawareofthefunctionsandprocessesapplicablethroughoutthesiteworksofaconstructionprojectandshouldconsiderthebasicconcepts,principles,systems,andprocedureswhichimpactonthemanagementfunctionscarriedout.•Befamiliarwiththeaims,policy,andmission,ofthefirmoftheworkingplaceandtheclassificationofthatfirmwhetheritisafirst-classcompanyorsecondclass,etc.thisistounderstandthemanagementsystemandbasicmanagerialskills.•Beingawareandunderstandthetechnicalknowledgeinthefieldofapplicationandmethodofpreparingtheworkproceduresbystudyingpermitsrelatestoregulationandauthorities.•anddiscussingthemajorissueduringthepreconstructionstage.•Establishingtheframeworkofthecriticalactivities.Bydoingthefullanalysistothesequenceoftheworkandverifyingtheprojecttechnicalspecificationtoproposeanalternativesolution(ifnecessary).•Verifyingandunderstandingthegeneralconditionsofthecontractandparticularconditionsalongwithdrawing,specificationsandBillofQuantitiesindetailstoestablishthemosteconomicalwayinwhichthejobcanbedoneandtoprepareProjectOrganizationChartandtheworkbreakdownstructure.•Identifyingtheelementsoftheprojectandtheprojectcomponentpartsindetailstobecomeabletoidentifytherequirementsofthemanpower,materials,plant,financeandClientrequirementsOrganizingandDeterminingalltheresourcesnecessarytoundertaketheprojectbyconstructionplanningtocontroltheexpensesandoverheadsduringcontractperiodandtodefinedeterminingthelabourrequirementsincludingbreakdownofskillsandsizeofgaugeandthedeliveryschedulesofthematerialsandstoragearrangements.•AnalyzingthesizeofthenominationintheprojectandhowtheyspecifiedintheBillofQuantitiesand,particularconditionsofthecontracttolearnhowtodealwithanyadditionalworksorvariationscausedbynominatedSub-Contractorwithoutaffectingtheworkprogress.•Checkingtheproject-locationandhowfarisitfromcongestedareastodealwithflexibilityindeliveringthematerialsandflexibilityinissuingthenecessarypermitsfromauthorities.•Checkingindetailstheconstructionmethodologyofthewholeprojectincludingtestingandcommissioningplantocontroltheidentifieduniqueproblemsandproposealternativesolutiontoreducethetechnicalconflicts.•Beingveryfamiliarwithalldetailsofthecontractualandtechnicalobligationsduringpre-constructionstagetomitigateanyconflictwhichmayariseduringconstructionperiodandtofollowupallnecessary•MoreoveroneofthemostimportantissuesthatContractor'sProjectManagershouldbefullyawareofdealingwithdomesticandnominatedSub-Contractors.CommunicationisapartoftheprinciplesofdealingwiththeSub-Contractor.TheProjectManageroftheMainContractorshallselecttheSub-Contractoronthebasisoftheirabilitytomeetthecontractrequirement.•TheselectionoftheSub-Contractorshallbedependentuponthetypeofwork;periodandquality,ontherecordsofSub-Contractorpreviouslydemonstratedcapabilityandperformance.Therefore,theProjectManagermustpreparebyhimselftheconditionofthesub-contractagreementand