1. What is the average salary of a Construction Manager, Sr.?
The average annual salary of Construction Manager, Sr. is $160,658.
In case you are finding an easy salary calculator,
the average hourly pay of Construction Manager, Sr. is $77;
the average weekly pay of Construction Manager, Sr. is $3,090;
the average monthly pay of Construction Manager, Sr. is $13,388.
2. Where can a Construction Manager, Sr. earn the most?
A Construction Manager, Sr.'s earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Construction Manager, Sr. earns the most in San Jose, CA, where the annual salary of a Construction Manager, Sr. is $202,638.
3. What is the highest pay for Construction Manager, Sr.?
The highest pay for Construction Manager, Sr. is $188,512.
4. What is the lowest pay for Construction Manager, Sr.?
The lowest pay for Construction Manager, Sr. is $138,554.
5. What are the responsibilities of Construction Manager, Sr.?
Oversees construction projects and operations to meet the organization's financial and growth objectives and fulfill client contractual requirements. Develops and implements quality, performance, and safety standards and procedures for operations. Reviews and approves procurement of required material, equipment, subcontractors, and worker resources. Provides project updates and communicates with clients, contractors, governmental or regulatory officials, and other stakeholders. Builds effective team capacity to plan and implement construction projects. Ensures all permits, licenses, or certifications required by regulatory authorities are obtained. Establishes and enforces safety protocols and procedures to provide safe job sites and minimize risk. Monitors costs and timelines and submits required progress reports to deliver projects on time and within budget. Implements best practice construction methods to improve efficiency, productivity, and project outcomes. Requires a bachelor's degree in construction management, engineering, or related field. Typically reports to senior management. Typically manages through subordinate managers and professionals in larger groups of moderate complexity. Provides input to strategic decisions that affect the functional area of responsibility. May give input into developing the budget. Typically requires 3+ years of managerial experience. Capable of resolving escalated issues arising from operations and requiring coordination with other departments.
6. What are the skills of Construction Manager, Sr.
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Leadership: Knowledge of and ability to employ effective strategies that motivate and guide other members within our business to achieve optimum results.
2.)
Quality Control: Developing and implementing a set of procedures intended to maintain the quality of a product and reduce any risks or errors.
3.)
Value Engineering: Value engineering (VE) is a systematic method to improve the "value" of goods or products and services by using an examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be manipulated by either improving the function or reducing the cost. It is a primary tenet of value engineering that basic functions be preserved and not be reduced as a consequence of pursuing value improvements. The term "value management" is sometimes used as a synonym of "value engineering", and both promote the planning and delivery of projects with improved performance The reasoning behind value engineering is as follows: if marketers expect a product to become practically or stylistically obsolete within a specific length of time, they can design it to only last for that specific lifetime. The products could be built with higher-grade components, but with value engineering they are not because this would impose an unnecessary cost on the manufacturer, and to a limited extent also an increased cost on the purchaser. Value engineering will reduce these costs. A company will typically use the least expensive components that satisfy the product's lifetime projections.