Project Manager

Project Manager Jobs in UAE – Job Overview

Tarrad Development is hiring for Project Manager Jobs in UAE. Tarrad Development lists a Project Manager vacancy in Dubai, UAE, for ongoing and upcoming high-rise building projects. For applicants exploring Project Manager Dubai Jobs, this is a construction management role with mandatory high-rise experience. The notice gives the address as Suite 28, U Bora Tower, Business Bay, Dubai. It also highlights technical knowledge and familiarity with UAE construction standards and regulations.

Job description

The following workflow describes general high-rise construction management practice, rather than employer-assigned duties. A project manager starts by comparing the contract scope, drawings, programme and current site progress. This shows which decisions can affect the next construction stage. Before setting priorities, the manager checks which drawings carry approval and which issues remain open. A drawing revision may change quantities, access needs or the order of work. Therefore, the starting plan needs clear task owners and realistic links between trades. The manager also separates confirmed information from assumptions, so the team knows what needs clarification before work proceeds.

The listing also the manager translates the main programme into a workable sequence for upcoming activities. For a high-rise project, this includes how crews, materials and access share limited space. A planned delivery date means little if unloading space or lifting access remains unavailable. The manager checks these links with the people responsible for site logistics and construction. If one activity cannot start, the team needs to understand its effect on later tasks. However, adding more workers does not always recover time when access forms the main limit. The manager compares practical options before agreeing on a revised sequence and communicating the change.

Checks and exception handling

During execution, a useful management check connects physical progress with technical readiness. For example, a high-rise team may find conflicting service-opening details before a floor slab pour. The project manager does not choose an engineering solution without the responsible designer's input. Instead, the manager asks the relevant teams to identify the affected drawings and exact location. Then the team seeks a clear technical response and checks its effect on planned work. Until that response arrives, the manager separates affected tasks from work that can safely continue. This keeps the programme discussion grounded in an actual constraint rather than an assumed delay.

Cost control follows the same need for clear evidence, but it answers a different question. The manager compares planned spending with completed work, committed orders and likely remaining costs. A low payment total does not necessarily mean that the project remains within budget. Outstanding supplier commitments can still create a large future cost. When scope changes, the manager distinguishes the instruction, the work involved and its possible commercial effect. Commercial colleagues need that information before they assess contractual notices or payment implications. Meanwhile, accurate records help prevent the team from treating an unapproved change as an agreed addition.

Coordination and completion

Coordination turns separate updates into decisions that people can act on. The manager needs more than a percentage complete from each trade. Useful updates identify remaining quantities, blocked work, upcoming inspections and decisions that need an owner. Then a coordination meeting can focus on the issues that affect other teams. The manager records each agreed action, responsible person and expected response date. If an issue exceeds the manager's authority, the relevant decision-maker needs a clear explanation of its impact. However, reporting should also distinguish actual delay from a risk that has not yet occurred. This helps project leaders choose where intervention will make a practical difference.

Completion starts before the final construction activity ends. The manager tracks what the receiving team needs to inspect, operate and maintain the finished work. Depending on project scope, this may include test records, equipment information and drawings showing actual construction. Missing records can block acceptance even when the physical work looks complete. Therefore, the team checks document readiness alongside outstanding defects and incomplete items. The manager follows each open item through correction and confirmation, rather than closing it on verbal assurance. Finally, a clear handover record distinguishes accepted work from remaining obligations and identifies who owns each unresolved item.

Typical Duties & Responsibilities

• Validate progress reports against completed quantities and site records before using them in management updates.
• Maintain a project risk register with named owners, response actions and dates for the next review.
• Review subcontractor interfaces to identify gaps between work packages before those gaps interrupt planned activities.
• Track long-lead materials against required installation dates and flag supply risks while alternatives remain possible.
• Check inspection readiness with technical teams so requests include the information needed for a clear decision.
• Review resource forecasts against upcoming work fronts and raise shortages before teams commit to delivery targets.
• Monitor payment and change records with commercial colleagues to keep progress claims linked to supporting evidence.
• Follow up safety concerns with responsible site leaders and track corrective actions through documented closure.

Candidate Profile

Applicants can prepare a short, truthful example of managing a delayed material package. Explain how you checked the delivery position, compared alternatives and recorded the agreed decision. Then describe the result using figures you can support, without sharing confidential project records. Separate your own authority from decisions that the client, consultant or commercial team made. Also state your actual notice period, because the advert gives preference to early availability. Ask which project stage, reporting line and decision limits apply to this position.

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.