Project Manager
In a nutshell
Project managers take overall responsibility for the planning, management, co-ordination and financial control of a construction project. They ensure that the client's requirements are met, the project is completed on time and within budget and that everyone else is doing their job properly. Depending on the project, responsibilities can cover all aspects from the design stage through to completion.
In depth
The work involves:
- representing the client's interests
- organising the various professional people working on a project
- making sure that all the aims of the project are met
- making sure quality standards are met by visiting sites and testing out equipment
- using the latest IT applications to keep track of people and progress
- accounting, costing and billing.
The people
Project managers have good organisational and communication skills. They have lots of experience because they need to know all about the work involved in a building project, the cost and legislation and who's involved.
Qualifications required
At the further education level there are several general construction courses that can eventually lead to a career in project management. Some courses may have a joint first year with other construction courses such as civil engineering studies or building services engineering, which will be important to study too. Useful GCSE or standard grades to take are maths, science subjects, geography, information technology, art and design and technology. Most degree courses can lead to a career in project management. It's important to learn about all the practicalities of running a project as well as economics, cost accounting and computer systems. Information technology is increasingly important for managers working on site and in the office so building up skills in this area is vital. To develop your management skills you will probably be expected to take on project work in small groups and get a feel for working in teams and communicating clearly and effectively with others.
