Appointing a construction project manager is one of the most consequential decisions you will make on any significant building project. Get it right and you have a trusted professional steering your project through complexity, protecting your interests, and delivering your vision. Get it wrong and the consequences - delays, cost overruns, disputes - can be severe.

So what should you look for? Here is a practical guide to making the right appointment.

What Does a Construction Project Manager Actually Do?

Before you can assess candidates, it helps to be clear on what you are actually appointing them to do.

A construction project manager (PM) is responsible for the overall delivery of a project on behalf of the client. This encompasses:

• Programme management - developing and maintaining the project programme, identifying critical path activities, and managing the risk of delay
• Cost management - working alongside the quantity surveyor to monitor and control the project budget
• Team coordination - managing the design team, specialist consultants, and contractor to ensure effective collaboration
• Risk management - identifying, assessing, and mitigating project risks throughout the lifecycle
• Client reporting - keeping the client informed of progress, issues, and decisions required
• Stakeholder management - managing relationships with planning authorities, funders, neighbours, and other interested parties

The PM is, in effect, the client's representative on the project - the person who makes things happen and who is accountable for overall delivery.

Key Qualities to Look For

Relevant Experience

Experience matters enormously in construction project management. Look for a PM who has delivered projects of a similar type, scale, and complexity to yours. A PM with a strong track record in commercial fit-out may not be the right choice for a complex heritage refurbishment, and vice versa.

Ask for specific examples of comparable projects and, where possible, speak to previous clients directly.

Commercial Acumen

A good PM understands the commercial dynamics of a construction project. They know how contractors price work, how claims are constructed, and how to negotiate effectively. This commercial awareness is what separates a PM who simply manages a programme from one who actively protects your financial interests.

Communication Skills

Construction projects involve a large number of people with different priorities, different levels of technical knowledge, and different communication styles. A good PM can communicate clearly and effectively with all of them - from the architect to the site foreman to the client's board of directors.

Pay attention to how candidates communicate with you during the appointment process. If they are unclear, evasive, or overly technical in their initial conversations, that is unlikely to improve once they are on the project.

Proactive Problem-Solving

Construction projects rarely go entirely to plan. The question is not whether problems will arise, but how quickly and effectively they are resolved. Look for a PM who demonstrates a proactive, solutions-focused approach - someone who identifies issues early and brings options to the table rather than simply reporting problems.

Professional Accreditation

Look for membership of a relevant professional body - the Chartered Institute of Building (CIOB) is the primary accreditation for construction project managers in the UK. CIOB members are bound by a code of professional conduct and are required to maintain their competence through continuing professional development.

Questions to Ask at Interview

When meeting prospective project managers, consider asking:

1. Can you walk me through a recent project of similar scale and complexity? Look for a clear, structured narrative that demonstrates genuine ownership of the project.

2. What was the most significant challenge you faced on that project, and how did you resolve it? This reveals how they handle adversity and whether they take accountability.

3. How do you manage the relationship between the design team and the contractor? This is often where projects succeed or fail, and a good PM will have a clear view on this.

4. How do you keep clients informed, and how often? Regular, clear reporting is a hallmark of a well-run project.

5. What is your approach to managing variations and contractor claims? This tests their commercial awareness and their willingness to challenge unjustified claims.

Red Flags to Watch For

• Vague answers about past projects - a good PM should be able to speak in specific, concrete terms about their experience
• No clear methodology - if they cannot articulate how they would approach your project, that is a concern
• Reluctance to provide references - always speak to previous clients
• Overpromising - be wary of anyone who tells you what you want to hear without acknowledging the inherent risks and challenges of your project
• Lack of professional accreditation - in a regulated profession, accreditation matters

The Value of an Independent Consultant

One final point: there is a meaningful difference between a project manager employed by a contractor or developer and an independent construction consultant. An independent PM works exclusively for you - their interests are aligned with yours, not with any other party on the project.

At Godfrey & Godfrey Consulting, our project management services are delivered by independent professionals with no commercial ties to contractors or suppliers. We work solely in the interests of our clients, from inception through to completion.

If you are in the process of appointing a project manager and would like an independent view, we would be happy to have a conversation.