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A Day in the Life of a Construction Project Manager

· 12 min read
Vikas Singhvi
Vikas Singhvi
Founder

These are unedited notes from a day spent on-site job-shadowing a construction project manager, anonymized to protect privacy. Names, specific locations, and company details have been changed.

Project Context​

Project: High-rise luxury residential development
Contract Value: ₹677 Crores
Duration: 41 months
Stage: Foundation complete - Structural work in progress Team Size: 350+ laborers, multiple subcontractors, engineering teams

Construction site

9:00 AM​

The day starts with introducing the newly appointed Project Management Group (PMG) head to the on-site team. This is a Friday, which means wrapping up the week's work and preparing for the weekend.

The project is in the middle of a significant transition: migrating from MS Project to Primavera P6, as per client requirement. The team is still adapting.

Site issues start flooding in via email. The project manager begins triaging:

  • Cash flow management tasks
  • Material delivery delays
  • Administrative bill submissions

9:15 AM​

First call: Plywood and planks haven't reached the site. A quick 2-minute call reveals the urgency — laborers are sitting idle.

Follow-up call: The delivery person confirms materials can arrive Monday, but that's a 3-day delay (including the weekend). The project manager requests a yard photo immediately.

Another call: Trying to coordinate if there is an alternate. The project manager asks someone to investigate immediately.

Photo received: The yard photo arrives. The project manager reviews it, then tries calling the yard manager back — no answer this time.

Another material issue: Another call comes in — work has stopped due to pending steel testing. Follow-up reveals third-party testing is needed, and 20mm rods will be delivered on Sunday. But who will unload on Sunday - notes that he needs to figure this out. The frustration is palpable.

9:30 AM​

Back to the Primavera P6. The project manager is working on resource loading — a critical but time-consuming task.

The challenge: Calculating productivity metrics. Using the math - 1 laborer working 8 hours can pour 200kg of concrete. Manual resource loading. Needs constant updates.

The approach: Doing this himself now. Planning to hire a junior resource soon, for plan & resource loading updates.

Helper task: Asked an assistant to prepare the Weekly Progress Report (WPR) in parallel - specifically asked to include non-tower areas (NTA).

10:00 AM​

The reality check: Two A4 pages full of client review action items — at least 45 items to follow up on.

Weekly client review meeting prep begins with a quick discussion with the PMG head:

  • Notes follow-up with formwork supervisor for pending action items
  • Updated closure of delivery action items
  • Multiple formwork action items — PMG head asks for formwork supervisor phone number to call in

Tower B drawings: Asked the draftsman if Tower B drawings were submitted. Followed up in person.

Formwork material tracking: Called the formwork person to check how much plastic formwork was consumed vs. received for Tower C. Concerned about space allocation, asked to send excess back to the central yard.

Another call to formwork supervisor: Remembered something else - tried calling back. Didn't pick up this time.

Team member concern: A team member raises an issue about helper rates, for next week's WPR. The project manager guides them — "attach rate list, etc."

formwork supervisor arrives: The formwork supervisor walks into the site office. The project manager waits for him to get free.

Action items update: Continued updating WPR action items with the PMG head, cross-referencing Primavera for target dates.

Meeting with Formwork Supervisor: The PMG head raises concerns about multiple formwork issues noted by client. The project manager reminds couple more action items outside the list.

Frustration surfaces: The Formwork Supervisor gives an excuse — "team saying material not there." Drill machine dependency on MEP — they will give on Monday. The project manager is frustrated - asks "will your team stay idle till then?"

Regional head call: Another call comes in — PM walks out of the site office for 2 minutes. Likely the Regional Head.

Communication gap: The Formwork Supervisor says he wasn't in the loop on client comments email. The project manager clarifies — comment kit was sent via email, including revised drawings.

Logistics follow-up: Called logistics person to check on an action item. No answer.

Client conflict: Issue raised — client asked for vehicular movement for Tower B, but it conflicts with passenger hoist.

Backfilling blocked: This will stall Tower B shuttering planned to start Monday. Trying to solve: where will we source soil? Can we use a vendor arranged by the client? Need to find a vendor.

Cement grade issue: Change resolution needed. Going in person.

PO change: Another call for Purchase Order change.

Team coordination: Called to take another person along for M60 resolution — asked them to come.

10:30 AM​

Quick meeting: Cement grade and cost issue discussion begins.

The problem: Rate change compared to client-approved rate. Concerned about invoice impact at month-end.

Root cause: Discussion on quotation vs. client-approved rates. Why is there a mix design aggregate difference? There's a communication gap here.

Resolution process: Asked subcontractor to send comparative email to get client approval, then we can process PO.

Vendor stopped work: PM convinces subcontractor - work can't stop — PO process in parallel.

Timeline: After rate approval, takes 1-2 days to raise PO (as client approved).

Team clarification: Team clarified that they might need the project manager on a call with subcontractor head to address concerns.

PO reality: PO will not change. Will need another invoice.

GRN follow-up: Follow-up call to concrete supplier head — confirmed GRN (Goods Receipt Note) is taken.

RFI raised: Asked vendor not to stop work — will resolve in parallel, adjustment will be made.

Labor camp safety: Vendor raised labor camp safety concern — 1 room with 14 people. 350 laborers total. Space constraint — trying adjustment for temporary period.

Delivery coordination: Another call from delivery person (20mm steel truck) — conveyed work will be done tomorrow, already informed store.

Sunday unloading: Will QC raise concern? Quick discussion.

Camp allocation: Call back to convey room allocated in labor camp (to camp boss).

Store manager call: 32-tonne delivery from major supplier — figure out how to sample, bend, etc.

11:00 AM​

Unexpected meeting: Ad-hoc client meeting (cross-talk).

M60 TCC scope: Got to know it's M60 TCC (Temperature Controlled Concrete).

Scope additions: Thermal monitoring and high-density insulation boards needed. More quantity — 500 sqm of insulation board due to concrete change. Will need for Monday (after the weekend).

Weather challenge: Raining daily — so boom placer won't work.

Monday inspection: Scheduled for next week.

Urgent follow-up: Project manager starts following up on TCC needs within the meeting — urgent needs.

Insulation board check: Another call to check insulation board available quantity in stores.

Another call: Got another call.

Action item: Got action item in meeting to send email and get approvals for M60 rate change.

Police visit: Police visit on-site for inspection, expected on Monday.

Pump placement: Need to check sound levels — neighboring towers will raise concern.

Insulation bottleneck: Identified as main bottleneck. Project manager waiting for confirmation call for availability. Suggested: can we use thermocol as alternative for shortfall?

Lead time: If we order insulation boards now — will take 8-9 days to deliver.

Compliance: Local municipal corporation strict around Nov/Dec. Project manager got action item — need to start sprinkling to control pollution.

Help request: Got call from someone for help — committed will come & meet after meeting. Returned to site office.

11:30 AM​

Safety head request: Aluminum shuttering and formwork request — asked project manager to follow up.

Construction joints: Some issue due to changes in construction joints.

Back to Primavera: Resource loading in office continues.

WIO projections: Updating monthly turnover projections Excel file with actuals for October month (AOP—Annual Operating Plan, Site plan, Actual, Cash Shortfall).

Submittal follow-up: Got another call for submittal follow-up — RCS (Reinforced Concrete Structure) methodology response received, forwarding.

Billing coordination: Followed with billing person within team to get additional cost approval.

Drawing review: Got another email—started checking drawings to respond.

Tower B GF status: Drawings came to project manager for sign approval before submissions. Spotted multiple differences in actual vs. planned — this will land in rework. Didn't sign — asked someone to cross-check. Rework can be costly. Frustrated.

12:00 PM​

Primavera continues: Resource loading continues.

New challenge: Execution team changed Tower A from 4 pours to 5 pours. Such changes are rare, but happen below critical floors. This would imply a complete plan and resource loading rework. Will also need to convey changed plan back for approvals, tower in-charges, engineers, etc.

Steel testing gate pass: Person came for security gate pass for steel testing.

Welder subcontractor: Followed up in person with welder subcontractor for certificate and unavailability of labor. 8 days delay in steel cutting. Welder suggested can cut steel without certificate, but welding work needs certificate for proceeding. Finding skilled certified labor is a challenge post-COVID. Gave action item to welder to figure out at least 1 certified welder and confirm in 1-2 hours. No call ever came back from welding subcontractor.

12:30 PM​

November plan: Checking how to adjust shortfall of actual vs. planned. Can we cover? They covered August shortfall in September.

Labor bill issue: Asked to hold disbursement for adjustment.

The WhatsApp problem: 21 WhatsApp chat groups. Biggest pain point — where to pay attention? People drop messages in groups, then later say they were expecting PM to read.

1:00 PM​

November plan review: Attended along with regional head - Review across sites.

October shortfall: Only 3 slabs done instead of 4 planned - huge shortfall implication.

Concrete PO: Checking on Concrete Purchase Order approval thread.

1:05 PM – Working lunch​

Regional manager request: Regional Head asked to send material and equipment overall report.

Channel and square tube: Follow-up call for channel and square tube arrival — should have come by now. Need bracing, verticals in stock.

Safety action item: Got another action item from safety officer — exploring fabrication options to solve this.

De-shuttering: Tower A de-shuttering pending — following up in person.

Project documentation: Refering SoW from shared folder.

2:00 PM​

Pour change discussion: Dabbling with approach vs. delay alignment, with team.

2:30 PM​

Working on comparative email: M50 to M60 TCC grade concrete change comparative email to send for resolving dispute. ₹60 dispute amount.

Client meeting request: Got call from client to come and meet along with formwork supervisor. Dispute — difference between drawings given to formwork vs. MEP.

Another call: Got another call in between meeting — said "email me."

Meeting in client office: On-site client office meeting.

Drawing coordination: Non-structural wall drawing should have been shared for typical walls — can cause rework.

Action item from client: Another coordination task — use aluminum grooves, not plastic to avoid rework later.

Another action item: Reinforcement alignment height needs checking.

3:00 PM​

M60 rate approval: Checking with client on M60 rate change approval.

Multiple submittals: Various submittals in progress.

Back to Primavera: Resource loading continues.

Formwork scheme: Formwork drawing pending. Chamfer and groove material difference between sourced vs. client expectations. Trying to confirm if this could cause issues later in de-shuttering potentially leading to rework.

Regional head call: Got another call from Regional Head - got action item to change something in previous email and resend.

3:30 PM​

Draftsman follow-up: Following up with draftsman for Tower B drawing submittals and closing the action tracker.

Client call: Client calls for clarification — asking for scaffolding drawing. Coordinated to get it sent.

Concrete plan: Checking concrete day-wise plan.

Action item routing: Routed action item to draftsman to create pour plan for Non-Tower area.

Scaffolding drawing: Checking with draftsman to get scaffolding/working platform drawing.

4:00 PM​

Security gate pass: Got call from someone to help with security gate pass — punch was done, checking whether PO was made.

PO release: Another call to check with someone else — to release PO to process petty cash expense.

DPR collection process: Asks team members to call site engineers & collect work progress updates for DPR. Received from few in WhatsApp group, 5-6 need follow-up.

4:30 PM​

DPR and DLR limitations: DPR (Daily Progress Report) and DLR (Daily Labor Report) limited to only quick numbers, mainly collected via WhatsApp groups.

Detailed reports: Detailed reports prepared monthly and weekly to review with client — using Excel. Has all analysis — project info, work progress (planned vs. actual), safety, photos.

Discrepancies: Admin sends DLR but have observed discrepancies when matched with reports from Graduate Engineer Trainees.

DPR time: DPR possibly takes 30-45 minutes. Monthly/weekly review is more elaborate.

Physical issue resolution: Project manager spent time resolving some issue physically again.

5:00 PM​

On-site meeting: Daily plan meeting—on-site (not in conference room).

Issues discussed:

  • 3 safety issues
  • 1 MEP issue
  • 2 more issues raised and discussed

6:00 PM​

Workload reduced: Now focusing on updating Primavera for the next 2 hours.

Reflections​

This single day reveals the complex reality of construction project management:

  • 45+ action items from client reviews alone
  • 21 WhatsApp groups creating communication overload
  • Constant interruptions averaging every 5-10 minutes
  • Resource loading requiring manual recalculation with every change
  • Coordination challenges across multiple stakeholders, subcontractors, and teams
  • Documentation gaps leading to potential rework
  • Time spent on administrative tasks that could be automated

The project manager's day is a continuous juggling act between:

  • Strategic planning (Primavera resource loading)
  • Tactical coordination (material deliveries, labor allocation)
  • Crisis management (delays, disputes, safety concerns)
  • Administrative work (reports, approvals, documentation)

This is the reality of construction project management — a profession that demands constant attention, rapid decision-making, and the ability to coordinate dozens of moving parts simultaneously, often with incomplete information and under tight deadlines.

This site story documents real challenges observed during a day spent on-site with a construction project manager. Names, specific locations, and company details have been changed to protect privacy.