In most cases, the Project Superintendent (Superintendent) is the first interface with the customer and as such is a critical front-line representative of the company. The general responsibility of the Superintendent is to be the company’s representative in the field supervising the work to ensure that cost, quality, safety, and schedule are being met.
Basic Duties
- Onsite Project Administration
- Customer interface
- Listen to the customer and be sure to address their key concerns for the project.
- Develop and maintain an excellent relationship with the Owner’s representatives.
- Coordinate Owner’s onsite activities including receipt of any Owner furnished equipment.
- Coordinate/cooperate with any other contractors directly contracted with the Owner.
- Architect/Engineer (A/E) Interface – Develop and maintain an excellent relationship with the A/E’s representatives.
- Establish and maintain a professional onsite office.
- Monitor and enforce company’s Safety Program.
- Complement and support the Project Manager (PM) / Senior Project Manager (SPM).
- Coordinate Subcontractors’ activities and schedules.
- Ensure building control and layout is established as intended.
- Review all scope issued with PM / SPM.
- Customer interface
- Safety
- Participate in safety training.
- Obtain and maintain OSHA 30-hour certification.
- Assist with the development of site-specific safety plans and emergency action plans.
- Attend specialized safety training as directed by the Safety Director or PM / SPM.
- Always maintain a clean jobsite. Enforce Subcontractors’ responsibilities for safety, job site cleanup, and debris removal.
- Walk the jobsite daily looking for safety issues and have appropriate subcontractors remedy them.
- Stop work as necessary due to safety concerns/issues.
- Prepare weekly jobsite safety inspection reports and follow up on open items promptly with the applicable Subcontractor(s).
- Coordinate insurance carrier onsite visits and inspections.
- Contact a PM / SPM immediately in the event of an OSHA inspection.
- Scheduling
- Review the project documents to develop a thorough understanding of the project.
- Prior to job start, work with the PM / SPM to:
- Identify long lead material deliveries that may impact the overall project schedule.
- Establishing activities with realistic durations, developing the logic between activities, determining phases and areas, etc. in sufficient detail to represent how the project will progress.
- Develop the overall project schedule.
- Identify critical project milestones along the critical path (e.g., roof watertight, steel complete, etc.).
- Develop the Critical Events List (CEL) to establish purchasing priorities and key activity dates for inclusion into subcontractor agreements and purchase orders.
- Prepare for and schedule inspections with authorities having jurisdiction.
- Provide updates on work completed in the field to the PM / SPM so that he/she can update the overall project schedule.
- Drive the work in the field to meet the critical project milestones.
- “Get it Done.”
- Requests For Information (RFI)
- Field questions from Subcontractors on the jobsite
- Review the project documents in detail to determine if the answer to the question can be found in the project documents (e.g., plans, specifications, contracts, special instructions, bid clarifications, etc.).
- For questions where the answer cannot be found in the project documents, contact the PM / SPM or Assistant Project Manager (APM) and relay the questions to them to review.
- Upon receipt of the response, distribute the answer to the applicable Subcontractors
- The designated team member will update SharePoint by attaching the RFI response and linking it to the appropriate drawing, if applicable.
- Superintendent should check that SharePoint is updated with all RFI responses and notify designated person of missing information.
- Quality Control
- Become completely familiar with the contract documents including all addenda, accepted alternates, special conditions, etc.
- Review quality requirements and expectations at the subcontractor prejob meetings
- Become completely familiar with all shop drawings and other submittals.
- Monitor and supervise the work at the site daily for compliance with the contract documents, shop drawings, and submittals.
- Review/inspect material deliveries by utilizing approved shop drawings/ submittals to ensure that they are in conformance.
- Inspect a Subcontractor’s work on their first day of a new activity to make sure it meets the requirements of the contract documents and quality standards.
- Coordinate the requirements of testing agencies.
- “Punch the project as you go.”
- Record project progress and quality by routinely taking photos of the construction and upload the photos to the project files.
- Perform the pre-final inspection and distribute the items requiring correction to the Subcontractors.
- Drive and document completion of the Owner and/or A/E punch list.
- Change Order Processing
- Notify the PM / SPM of the potential change issue. If agreed that the scope is indeed a change to the Subcontractor, the PM / SPM will establish a change management number for tracking. Do not direct the Subcontractor to proceed or agree that it is an extra without a thorough review and discussion with the PM / SPM.
- Utilize the Time and material log to track the work done in the field. The log should be submitted weekly to the PM / SPM.
- Submit all slips, tickets, and other supporting documents to the office on a weekly basis. Review weekly with the PM / SPM of the status of all open time and material items.
- Assist the PM / SPM with review of pricing from Subcontractors for the change order work.
- Building Information Modeling (BIM)
- Become completely familiar with the project specific BIM Execution Plan.
- Assist the PM / SPM as required with the following:
- Participate in project BIM coordination meetings with the Owner, Project Architect/Design Engineer, and/or Subcontractors.
- Coordinate, manage, and assist Subcontractors in the BIM process.
- Ensure that the as-built model is maintained during construction and, at the end of the project, is provided to the Owner.
- Project Closeout
- The closeout of a project is the customer’s last impression of company, so it must be completed professionally and expeditiously.
- With the PM / SPM, develop a pre-final punch list prior to the Owner or A/E preparing the final punch list. Make sure that items on the pre- final punch list are addressed by the subcontractors timely (e.g., before the Owner and/or A/E do their punch list walk through).
- Upon receipt of the final punch list from the Owner and/or A/E, schedule, and track completion of the work in the field until all items on the list have been satisfactorily addressed and accepted by the Owner and/or A/E.
- Collect attic stock materials, store them onsite, and document them via photos and entry into the daily report, for turnover to the Owner.
- Meeting Attendance and Participation
- Company pre- and post-job meetings.
- Team meetings – be prepared to update the project the team on the status of the following, as appropriate:
- Safety
- Schedule
- Materials needed
- Quality issues
- Field RFIs
- Time and Material Requests
- Closeout materials (e.g., attic stock)
- Subcontractor and Owner meetings.
- BIM or other coordination meetings as applicable.
- Pre-installation meetings.
- Company Superintendents and Staff meetings.
Additional Duties
- Dress Code
- Personnel assigned to the job site will wear attire that is professional in appearance and safe at all times. This includes collared shirts, full-length trousers (which may include blue jeans provided that they are clean, neat, and not torn), and proper shoes/boots.
- If manual work is to be performed, attire appropriate to the task may be work on the days of that work.
- During working hours, clothing must not display logos other than the company’s or the Owner for which we are working. Company shirts are provided to Superintendents with the intent that they wear them at the jobsite.
- Personal Tools/Equipment/Effects
- Company will not be responsible for the safeguarding or the loss of any personal tools and/or equipment or any other personal effects at a jobsite.
