One of the fundamental aspects of the PM`s role is to report regularly to the employer on the progress of the project. the MP must ensure that there is an appropriate reporting structure with the consultants and the contractor; The report is necessary for a number of reasons, including: – the qualifications and experience of people working as PMs may come from the professional side of the construction industry, as in the case of architects, quantity experts or engineers, or from the contract side, for example. B in the management teams of large contractors. It goes without saying that the concrete activities that the PM is expected to carry out should be defined in his respective appointment. They may include verification and, in some cases, development of the detailed project mission with the employer and all existing members of the project team, in order to ensure the achievement of the employer`s objectives and, in consultation with the employer and other advisors, define a project management structure and the roles and responsibilities of the participants, including communication channels. GC/Works/5 lists the tasks of the PM listed in Annex 1; if the PM is also the Chief Consultant, the obligations set out in Annex 8 also apply. The proposed service package may include the provision by other planning and advisory services necessary for the project, with or without coordination or monitoring of the management and monitoring of relevant main or subcontracting contracts. In other cases, a PM may simply exist as an additional level of advice and administration between the architect/engineer on the one hand and the employer on the other, i.e. as the employer`s representative in all contractual matters, sometimes including the appointment and training of the architect, quantity expert and other advisors. At Pozzolanic, Lytag referred to the project management code for construction and development.
Although there was a misalization of the 1996 edition, the author listed the tasks and responsibilities assumed during the management of a construction contract. The list contained: „The project manager, who acts and represents both on behalf of the client, has the duty to provide an inexpensive and independent service, to select, correlate, integrate and manage different disciplines and skills in order to achieve from start to finish the objectives and provisions of the project contract. The service provided must be provided to the satisfaction of the customer, preserve his interests at all times and, if possible, take into account the needs of the subsequent user of the installation. Justice Dyson acknowledged that this was „a good working rule“ in terms of the scope of the insurance duties that a project manager must undertake. There were two reservations: „The case raises questions about the extent of the obligation that project managers owe to their clients to ensure that the appropriate insurance contracts are concluded by contractors.“ Dyson J. concluded that, in this case, the project manager was required by the employer to exercise due diligence to „assure“ the absence of insurance covering the contractor`s commitments with respect to the construction contract. There was no insurance. The actual or actual cause of the damage was the inability of the project manager to ensure that the contractor had taken out the corresponding insurance. .