Senior Project Manager

Project Manager Jobs in Dubai – Job Overview

Applicants exploring Project Manager Jobs in Dubai can consider the Senior Project Manager vacancy at Tarrad Development in the UAE. The advertisement covers ongoing and upcoming high-rise building projects in Dubai within the construction industry. It lists Suite 28, U Bora Tower, Business Bay, Dubai as the address. The vacancy is part of the employer's recruitment for construction professionals.

Job description

The following workflow describes general senior project management practice for high-rise construction, rather than employer-assigned duties. At the start, the manager reviews the project scope, approved drawings, budget and key completion dates. These inputs show what the team must deliver and which decisions need further agreement. However, a drawing register alone does not show whether every design issue has an answer. The manager checks gaps with the design and site leads before agreeing on the starting plan. This establishes a shared baseline: the agreed scope, dates and cost limits used to measure later changes.

The listing also the manager tests whether the construction programme matches the actual sequence of work. For a high-rise building, floors depend on earlier structural work and access to shared lifting equipment. Therefore, a target date needs more support than a line on a schedule. The manager asks whether drawings, materials, crews and inspection arrangements can support each planned activity. If one input is missing, the team needs a clear decision before committing resources. Planning discussions should separate tasks that can move from tasks that control the completion date. This helps the manager judge whether a proposed recovery plan saves time or simply moves the delay elsewhere.

Checks and exception handling

Consider a general example in which a revised service opening affects an upcoming concrete pour. The site team finds that the latest services drawing differs from the structural detail. Instead of treating this as a simple site adjustment, the manager brings the relevant designers together. They need to confirm the opening size, its position and any effect on reinforcement. Until the responsible technical parties resolve the issue, the affected work should not proceed. Meanwhile, the manager checks which unaffected activities can continue without creating rework or unsafe access. The planner and site lead then need the agreed decision and its effect on the programme.

Changes also need a clear commercial record, even when the technical answer seems straightforward. The manager compares a proposed change with the agreed scope before discussing cost or time. Then the team gathers quantities, labour needs, supplier information and the reason for the change. These details help separate a design change from work already included in the contract. Where approval remains outstanding, the manager makes that status clear rather than reporting an assumed agreement. The commercial lead needs enough detail to assess the effect and follow the contract process. Meanwhile, project records should connect the decision to the relevant drawings and instructions.

Coordination and completion

During delivery, the manager turns site reports into decisions that different teams can act on. Progress figures need a clear basis, such as completed areas or accepted work quantities. However, physical progress can hide unresolved quality issues, so the manager also reviews inspection results. A useful report separates completed work, outstanding checks and problems that threaten the next milestone. For each major issue, it identifies an owner, a next action and a decision date. The manager then raises matters beyond the site's authority with the appropriate decision maker. This keeps senior discussions focused on choices and their effects rather than unsupported percentage updates.

As construction approaches completion, the focus moves from installing work to proving readiness for handover. The manager checks how testing, defect correction and completion documents fit the remaining programme. Because different systems depend on one another, finishing individual packages does not always mean the building is ready. The team needs a coordinated sequence for final checks and evidence of accepted results. Meanwhile, unresolved defects need clear owners and follow-up dates rather than a single open list. The manager confirms who will receive operating information and which approvals still need attention. Only then can the team give a supported account of remaining work and completion risks.

Typical Duties & Responsibilities

• Review procurement priorities with purchasing teams, checking that long-lead items have realistic delivery dates and clear owners.
• Compare proposed resource levels with workload forecasts, highlighting shortages or unused capacity before teams commit spending.
• Review site access plans with construction leads, checking that deliveries and work areas do not create avoidable conflicts.
• Track project risks in a shared record, assigning review dates so emerging problems receive timely attention.
• Chair coordination meetings with clear agendas, recording decisions and confirming who will complete each agreed action.
• Review contractor performance against agreed commitments, identifying repeated gaps that need a corrective plan or management decision.
• Follow up safety concerns with responsible site personnel, checking that they address reported risks before affected activities resume.
• Capture lessons from completed work packages, noting practical changes that could prevent the same problems on later stages.

Candidate Profile

Prepare a truthful project summary that shows your authority, project stage and personal contribution. For instance, you could describe how you compared subcontractor bids and identified a missing scope item. Explain what you checked, who made the final decision and what evidence supports the result. Use non-confidential figures where possible, and distinguish your own decisions from the wider team's work. Also, ask which projects this role would cover, who it reports to and what approval authority it carries. Clarify the work arrangement and expected joining date before making commitments.

Qualifications & Requirements

• Experience: Managerial Positions: Minimum 10 years of UAE experience in the construction industry.
• High-rise building construction experience is mandatory for ALL positions.
• Strong technical knowledge, project execution capabilities, and familiarity with UAE construction standards and regulations.
• Excellent communication, coordination, and problem-solving skills.
• Preference will be given to candidates who are available to join immediately or within a short notice period.

Employer-stated Skills & Competencies

• Strong technical knowledge
• Project execution capabilities
• Familiarity with UAE construction standards and regulations
• Excellent communication, coordination, and problem-solving skills
• Strong technical knowledge, project execution capabilities, and familiarity with UAE construction standards and regulations.
• Excellent communication, coordination, and problem-solving skills.

How to Apply

Apply Now: career@tarrad.ae Interested candidates are requested to send their updated CVs, clearly mentioning the position applied for in the email subject line.

About Tarrad Development

Tarrad Development works in luxury real estate. Its portfolio includes Mackerel Tower and the Celesto series.