hen Mass Excavation, Inc. (Mass X) general manager Justin Shields was in college studying construction management, he learned the mantra for his career. “For me, the foundation of project management can be summed up in three words: scope, schedule, budget,” says Shields. “We live and die by those three words in this industry.”

Laying out a clear plan of action, communicating that plan, and sticking to it ensures that construction projects meet the owner’s expectations. Harmonizing all the players is the job of the project manager. The list of essential duties and responsibilities for those who assume this important role in the construction industry is a lengthy one.

“A heavy construction project manager’s responsibility is to make sure that all aspects of the project are going according to plan. This includes scheduling, coordination, identifying and solving problems that arise, [and] ensuring that the project is completed on time, within budget, and according to the owner’s specifications,” explains Kelly French, the project manager responsible for overseeing all of Granite Construction’s Anchorage projects. “This involves a wide variety of tasks, such as managing construction teams; coordinating with the client, subcontractors, and suppliers; monitoring project progress; addressing any issues or risks that arise; and ensuring compliance with safety and environmental regulations.”

Todd Petrie is well acquainted with the delicate balancing act required in this position. Petrie joined Cornerstone General Contractors in October 2021 as senior project manager. He already had two decades of project management experience in Alaska and the Lower 48. Notably, in a previous position, Petrie worked on the Anton Anderson Combined Vehicle-Railroad Tunnel to Whittier.

At Cornerstone, Petrie’s responsibilities include the development and management of aviation-related projects and other large-scale developments. “As the construction manager, Cornerstone’s control over aspects such as timelines, costs, materials, et cetera is exercised as required to align with the project’s deliverables,” Petrie says. “We focus on representing the owner’s interests, skillfully managing the project’s timeline, cost, materials, quality, scope, safety, and function to ensure that every aspect is in accordance with their vision and expectations.”

With $5.3 billion in federal construction funds coming to Alaska from the Infrastructure Investment and Jobs Act alone, project managers will be busy for years orchestrating scopes, schedules, and budgets.

Notable qualities of successful construction project managers include self-motivation and the ability to step into the role as a take-charge leader to supervise and provide guidance, support, and expertise to large teams.

The position comes with an expansive list of responsibilities. Some of the key roles of project managers are as follows:

• Effective Planning: Project managers are responsible for defining project goals, creating timelines, and allocating resources. This process establishes a roadmap for the entire construction process.
• Budget Management: Estimating project expenses, monitoring budgets, and tracking expenditures throughout the construction process prevents cost overruns and ensures financial feasibility.
• Allocation of Resources: Organization and allocation of equipment, labor, and materials are necessary to avoid shortages or bottlenecks that can interfere with project progress.
• Risk Mitigation: Project managers develop risk management strategies, implement safety measures, identify and manage potential risks during construction, and address safety issues promptly to minimize work disruptions and maintain a safe working environment for team members.
• Stakeholder Communication: One of the most important responsibilities lies in effective communication, which is essential in commercial construction projects. Project managers are responsible for facilitating communication among stakeholders, including owners, contractors, architects, and suppliers.

Qualifying for a position as a project manager in the construction industry requires a healthy combination of education and experience. While it is possible to get into the profession right out of college, it’s not common. To increase the odds, degrees in construction science, construction management, architecture, engineering, or business management are recommended. Regardless of the route taken, formal training in construction project management through certification or a master’s program is often necessary.

In most cases, project managers emerge from various roles within the construction industry like a construction manager, craftsperson, or office manager. Understanding the ins and outs of construction sites is crucial to managing the project. The best way to obtain that knowledge is by spending time in the trenches working under the guidance of an experienced project manager. As a result, most candidates start as project engineers or field engineers before assuming the responsibilities necessary to be the construction project manager.

Understanding the foundation of the work comes first. It can take several years to gain the experience, knowledge, and skills required to juggle the complexities and responsibilities of managing an entire construction project.

Depending on the project, construction firms may serve as the general contractor or a subcontractor. Adhering to the construction management plan is important for everyone involved from the general contractor to each subcontractor, and how each company handles its role is critical.

Mass X is a civil contractor specializing in earthmoving, roads, drainage, and site development. Established in 2004, the company is now a business segment of Davis Constructors & Engineers in Anchorage. Mass X has completed commercial, industrial, and residential projects; public works including landfills, utilities, and waste management facilities; and a broad range of environmental work. As general manager, Shields oversees a team of project managers.

“Whether Mass Excavation is serving as the lead project manager or a subcontractor, we treat the projects the same way and continue to focus on the scope, schedule, and budget,” says Shields. “As the subcontractor for a project, we work closely with the general contractor to make sure we are in line with their plan. When we win a project as the general contractor, we sit down and develop a preliminary project schedule and send it to the subcontractors. If there is a schedule conflict, we work with them to establish a schedule that works best for everyone involved.”

Cornerstone operates in the same manner. “Whether we are the construction manager or a subcontractor, our lens remains the same: it is the scope and scale of the project in focus that shifts,” explains Petrie. “As the construction manager, we oversee the entire project from preconstruction to completion, seeking value engineering opportunities at every stage. As a subcontractor our attention is specific to our assigned scope but with the same emphasis on preconstruction and value. In both capacities our mission is to deliver the best construction experience possible.”

French presents a slightly different outlook. “When you are managing the project as the general contractor, the level of detail is higher. You are coordinating across so many entities—owners, suppliers, labor, subcontractors—that you have to be extremely focused on keeping all the ducks in a row and having a complete understanding of current progress and upcoming tasks at all times,” she explains. “When acting as a subcontractor, the tasks and process to complete those tasks are generally more defined. When our client is the general contractor, there is a different relationship than when you are working for the project owner, and there are a lot of instances where you need to defer to the decisions made by the general contractor. As the subcontractor, we are still held to the same requirements to meet schedules, coordinate work, and to meet specifications for our scope of work, and we have the ability to work with the general contractor when we are asked to do tasks above and beyond our original responsibilities.”

While the responsibilities of managing large-scale construction are similar throughout the country, Alaska presents its own set of unique challenges. Long winters, short summers, permafrost, and inaccessible regions across the state add to the list of issues to work around. Extreme cold temperatures can have an impact on material properties as well as the people working on the jobsite. With limited construction time available, organization and planning are vital to meet the goals of the project.

“One of the most unique projects I’ve worked on dates back to before my days with Mass Excavation,” recalls Shields. “I was the project manager for a construction job at Fort Yukon, which is only accessible by boat or plane. We were redoing a runway out there, and it was one of the most challenging projects I’ve worked on because of project logistic issues due to the remote location. We spent the entire winter planning just that part of the project, determining what would have to be brought in by barge—supplies, fuel, food, et cetera—and how to manage that since there was a very short barging window. The first year of the two-year project was focused on mobilizing everything necessary to do the job. Finally, in the second year, we shut everything down and got the job done.”

Construction companies working on public projects like roads and bridges grapple with additional concerns. The frequency and magnitude of earthquakes throughout the state mandate an emphasis on seismic design. Since many of Alaska’s main highways don’t have alternate routes, keeping the bridges secure is paramount to keeping transportation moving. All of these considerations land on the to-do list of the construction property manager.

“Communication is the key to success,” says French. “The plan can be perfect, but if it isn’t communicated well, the result won’t be good.”

In terms of how to execute that, French suggests investing time early in the process to connect with all the stakeholders. “Make sure they know to expect information from you and make sure they know they can come to you with issues. Projects will always run into challenges, and the strength of those lines of communication determines how well those problems are addressed.”

“One of the unique challenges we often face is reconciling the estimated budget through different design phases,” says Petrie. “While this isn’t specific to any one project, it is a crucial aspect we must be prepared to effectively manage—particularly for projects of greater scope, scale, or complexity. In order to overcome this while delivering a quality construction experience, it takes teamwork and a collaborative effort to align the design, client requirements, and budget.”

For Shields, teamwork is also key. “One of the most valuable lessons I’ve learned in my career is that it takes a dedicated team to successfully manage each project. It can often be challenging to find qualified people to fill these roles, but as you grow and develop that team, it becomes a unit. I’ve been fortunate to have an amazing group of people on my team—they are like family.”