COMMERCIAL Overview—Know your role and act to meet objectives

MANAGER
Managing risks and 2 Managing the people 3 Managing to stay safe 5 Managing the money 7 Your skills
opportunities for WHAT? WHAT? WHAT?
The technical skills required will
differ and be dependent on the
successful outcomes Build high performing teams. H&S leadership (Prioritising Health & Commercial management (Financial). job and peoples’ experience.
• Communication, leadership, self awareness Safety) with H&S standards; integrate • Financial risk identification and management. • A tertiary qualification in
and EI. and contribute. civil engineering or quantity
• Manage budgets, cost control and forecasts. surveying.
• Developing people. • Manage cashflow.
• Performance management,
HOW? • Approx. 15 years relevant
Relentless pursuit of H&S outcomes for experience in civil engineering
conflict and discipline.
the business. HOW? and construction.
• Motivation, performance reviews, Produce commercial strategies from the onset of contract • Strong technical understanding
reward and recognition. • Drive health and safety standards for
each contract to ensure that all people award. Evaluate, mitigate and manage risks as part of of quantity surveying methods
• Be a change and cost awareness are safe at work. effective financial management. and techniques
champion. • Take a leadership role in the development of the • Excellent skills in specialist
• Articulate the consequences of H&S
non-compliance and actively pursue commercial strategies including the mitigation of risks areas.
Managing the project HOW? from the onset of a project.
1 Develop and drive effective communication
the rectification of any breaches.
• Work with project teams to mitigate and manage risks to
• Contract management
knowledge and experience.
• Look for ways to improve H&S without
WHAT? strategies and plan across a variety of constraining the way people work. minimise financial impacts. • Ability to analyse contractual
situations. • Lead and manage the commercial component of large legal issues, and provide
Project Management—Developing • When reading H&S reports,
programmes and plans of work. • Develop and produce communication demonstrate knowledge about what projects where financial benefits for the business are appropriate solution.
strategies and plans. action to take to improve H&S. significant. • Excellent time and people
• Develop plan.
• Ensure key messages have maximised • Take an open and honest approach to forecasting to build management.
• Understand and reflect client expectations. reach. trust with customers and project
• Sequence work packs. • Be personable and approachable and invite
4 Managing the risk teams alike.
• Manage variations and scope changes. people to share their ideas.
WHAT? 8 Your relationships
• Subcontractor engagement. • Be an active listener. Know when to delve
deeper by using alternative communication • Contract administration. 6 Managing the time Internal:
• Engineers
HOW? methods to gain a better understanding of • Financial management.
Champion best practice improvements to
what is really being said. WHAT? • Superintendent
the planning process. Lead and review plans • Use communication as a key business tool HOW? Project delivery / Managing to programme (Contract • Foreman and leading hands
to ensure client and business outcomes can to develop opportunities and to maintain • Know the contract. Management) (Procurement of Subcontractors). • Construction teams
be met. key relationships. Be a leader of leaders • Protect business and client contractual position. • Health and safety officers
who drives performance across multiple • Ensure contract rights and obligations
• Champion all those involved in the teams. Be a role model of composure and summary complete and fully • Manage: contract documentation, contract insurances, • QA / environmental engineers
planning process to continually adopt best leadership presence. understood and followed by the whole performance bonds, warranties and guarantees, producer • Stakeholder and comms team
practices. project team. statements, variations and amendments.
• Demonstrate through actions and words in- • Commercial team
• Be a leading developer of plans and work depth knowledge and management of all • Complete risk management process. • Subcontractor management.
across planning groups to assist and Ensure controls are in place relating to • Snr company management.
financial operations, customer relationships • Robust contract management.
ensure robust planning is produced for cost, programme, reputation, quality, External:
and leadership of people.
projects. environmental and safety. Identify • Clients / consultant / designer
• Can step in and achieve positive outcomes
• Support others to take educated risks to programme and reputation risks. HOW?
improve the business. Accept mistakes • Subcontractors
when planning conflicts are proving • Run risk workshops. Apply experience gained in all aspects of contract
when they are learnt from. management. Drive initiatives to improve CM performance. • Suppliers
difficult to resolve. • Understand how to analyse risks (low
• Be visible and regularly on site to provide • Demonstrate understanding of contract amendments and • Regulatory authorities
leadership and direction. to high).
ensure any amendments approved are completed with • Other stakeholders
• Take responsibility and challenge existing • Understand how to implement and best practice principles applied.
monitor controls. • Other projects.
practices with ideas to improve business • Demonstrate knowledge of what is required when
performance. • Understand how to close out risks applying special conditions to contracts and protect
• Assess the business impact from agreed • How to add risk into forecasting. business and customer interests.
strategies and initiatives. • Identify opportunities to improve contract management
• Demonstrate knowledge of the cycle of within the business and actively develop and drive
change and how to plan and work change initiatives to realise business benefits. Be an industry This guide is a summary only, please
principles into implementations. leader of the procurement of subcontractor services. contact Learning and Development
and People and Performance for
• Adapt leadership style to actively lead • Take responsibility to oversee and manage all QS further information.
people through the times of change, using subcontractor procurement.
a variety of communication methods. • Proactively identify and lead improvements to the end-to-
end procurement process.
• Look beyond own role to lead industry excellence in the
procurement of sub-contractor services.
• Ensure timely submission of claims / variations.