We are actively searching for highly efficient, motivated, and forward-thinking Project Managers within the Des Moines/Urbandale region. The ideal candidates should possess exceptional organizational skills, a strong sense of drive, and a proactive approach to project management. These individuals will play a crucial role in overseeing and executing various projects to ensure their successful completion. If you are a proactive individual with a passion for project management and a desire to make a meaningful impact, we encourage you to apply for this exciting opportunity. Join our team of dedicated professionals and take your career to new heights! Apply now and be a part of our success story!
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Chief Development Officer | Pharmaceutical Development | Product Lifecycle Management | Development Strategy | Motivational Leadership | Innovative Drug Delivery | Generics
In 2022, I was asked to lead the Technology Transfer workstream in relation to a manufacturing site closure. The goal was to transfer 12 products within an aggressive timeframe, and the members of the team at the “Sending Unit” knew that the completion of this assignment would coincide with the termination of their current employment. The truly amazing team members soon dispelled any theoretical concerns about of development-minded professionals adapting to this new goal and the difficult circumstances. Less than two years later we can proudly say “We did it!”. Apart from the undoubted talent, problem solving capabilities and determination of the cross-site project team and numerous supporting functions, here are just a few of my own reflections on why we were successful: · Clear goals, prioritization, and definition of roles and responsibilities · Effective program governance, project management and communication · Unwavering support from our employer · A true “One Team” spirit between Sending and Receiving Units · Last but certainly not least, regular team building activities and celebration of successes! It is noteworthy that 20 out of 24 Development team members from the Sending Unit chose to see the project through to completion. Each of them takes a unique learning experience with them on their future career journey. Having just returned from a few weeks in the Alps (my own celebration 😉), my batteries are now fully recharged, and I am looking forward to starting a new job – details to follow very shortly…
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Well-articulated and relatable post. In system terms, I like to think of it as being a Kafka Producer that publishes states proactively rather than a long-polling or short-polling model. So much can be achieved if every member in the team is given freedom to take care of responsibilities with minimal oversight, is capable of independently making sound decisions, and communicates proactively. #HumansAreSystems #Ownership #leadership
Want to stand out as a software engineer and rapidly progress your career? Then become a manager of one today! What does that mean? Well a manager of one is someone who comes up with their own goals and then executes them. Specifically they take responsibility for communicating, structuring decisions, and managing their own workload without direct supervision. If you achieve this you free up your manager and the rest of your team to do more work and manage/worry about you/your contribution less. Here’s some examples of how you can do this: 👉 Communicate clearly and early with your team and manager on the status of your goals. Act quickly to address areas that pose a challenge or to reassess goals that cannot be reached in the planned timeframe. 👉 If you find a bug or inefficiency without being asked or supervised create a fix or propose a change. 👉 Before asking others for their time to discuss a topic you take time process your thoughts and ask a well thought out question/make proposal. 👉 If you find blockers surface them - don’t assume your manager/team are already aware of them at the same time share what you’re doing to deal with them. 👉 Block out time for dedicated learning and development - be responsible for your own career development. If you’re a hiring manager you can identify these people from their past actions - look for people that have started something of their own accord and seen it through, be that a business, a blog, writing a book or something else. So what’s stopping you becoming a manager of one today?
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⭐ STAR CANDIDATE OF THE WEEK⭐ As we gear up for the year-end, I'm thrilled to introduce an outstanding AV Project Manager actively exploring opportunities in Georgia. 🚀 👉 Key Highlights: Experience: With an impressive 13 years in the AV industry, this candidate brings a wealth of knowledge and expertise. Proven Success: A commendable 5-year tenure at their current firm, consistently excelling and contributing significantly to their company's success. Project Management Mastery: Having led complex projects across three states, overseeing an incredible 230 projects, their knack for navigating large-scale initiatives speaks volumes about their project management skills. Certification: CTS Certified, ensuring a high level of competency and professionalism. 🔥 Why Consider This Star Candidate? By bringing them on board, you're not just hiring an AV Project Manager; you're gaining a seasoned professional ready to make an impact from day one. 🚀 Why Wait Until 2024? With the year-end approaching, now's the perfect time to get ahead of the competition. Secure this top-tier professional before the clock strikes midnight on New Year's Eve! ⏰ 🤝 Let's Connect! I'm eager to discuss how this AV Project Manager could bring immense value to your team. Drop me a message to schedule a conversation or if you have any questions. Here's to finishing 2023 on a high note and kicking off 2024 with a stellar addition to your team! 🎉
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When my manager proposed me to become a manager, he told me: “Brace yourself to enjoy a completely new role”. Mainly, that meant that increased responsibilities and change in daily operations is so drastic, it could as well be a completely separate job. But what I found immensely different (and certainly difficult) is the idea of choosing the right set of actions based on the circumstances. You have certain exposure to it while you are an engineer, but now your decisions affecting people and teams directly: - You approve career development plans - You approve team budget (sometimes) - You decide on hiring and team extension (when times are good) - You can greenlight or veto certain intiatives - You could assign project leads within your team. If you think about it, you can literally change the trajectory of one’s career. Just for example: There is an engineer striving for promotion and you know that the only thing needed is mid-size project to test their next role readiness. You are waiting for a right project to come by but there are none on the horizon. But you have smaller project which won’t necessarily make the needed difference but might as well be “big enough”. Seems like a no-brainer, right? Take a project, give to an engineer, engineer will do an amazing job, promotion is almost there! Unfortunately, life is much harder. The questions you should ask before taking in: - Is this project affecting our business metrics? If yes - how? - If this project will succeed but your engineer won’t get promoted - will it be “enough is enough” moment for engineer? - Can you squeeze this project in already tight timeline? - Can you explain for an engineer that awaits promotion why you cannot take this project or why you giving it tonothe engineer? - etc. I cannot answer because it is situational and depends on project, your team, you, your experience and relationships with teammates and other teams. But what can help you to decide is knowing how your company operates, what is expected for being promoted, good relationships with your engineer and safe space to be transparent. My mantra is to do the best possible job in any circumstance and help your engineers do the same. And be ready with real answers, whatever decision you made…
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💧🤜🏾🤛🏻 Engineering and science for the common good | Science-led expert and entrepreneur in water management | Water supply | Risk analysis | DBPs | Biofilm | CFD modelling | Gender & STEAM
👇 This piece of advice is helpful to everyone working in a team. I have read a lot of guidance on how to organise individual timetables, but there is so little on how to work with others. I can share from my experience that I try to always make space in my calendar for those tasks I need to do to meet a colleague's deadline: be the person your teammates want to work with. 🤜 🤛
Now that I am solidly mid-career, some advice to those in Science Communications and Medical Illustration who are starting out: If you are someone who relies on others in order for you to deliver finished projects - those others being subject matter experts, client reviews, teammates, supervisors, marketing or legal approvals, etc. - outside of the production work itself, I cannot emphasize how important organized and unflagging PERSISTENCE is for actually getting anything done. Especially if you don't have a project manager! I have to-do lists like everyone, but I also keep lists of what I am waiting on and who needs to deliver that. If I email and don't hear back I don't just get sad and sigh about it. I contact them again a week later. And again a week later. I'm nice. I'm understanding. I just don't ever stop. I find someone else who might be able to give me that piece of the project. Or figure out a way to move it forward without that piece. Do not be embarrassed for caring about the project making progress. Be proud about it. On every project you work on, if you see it is stuck, take responsibility for pushing it forward. Be the one who pushes. I promise it will pay off. When your creations finally see the light of day, it will all be worth it.
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Question specifically for the all the project/program managers... When looking for and applying to new opportunities, you do your best to avoid going backwards in pay for obvious reasons. If all else was equal (pay range, responsibilities, etc.), is there a negative to going backwards in position/role title (i.e. Sr. PM to Coordinator)? In my experience, I've seen program mgrs and coordinators perform the same tasks to varying degrees.
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#MeetTheTeam 👋 We spoke with Teresa Fernandes, Head of Quality Assurance: 📌 How and why did you start working in Quality Assurance? After completing my Master’s degree in 2014, I started working in Software Quality Assurance mainly due to a combination of two factors: Throughout college, the subjects of quality management, process management, and service and technology management were the ones of my greatest interest. At the same time, while I was still studying, I had a 1-year experience in recruiting technological profiles which gave me the possibility to identify and understand that the area of software quality and consulting was what made the most sense to me due to the professional and academic experience I was experiencing. Thus, I integrated this area immediately after completing my master's degree, which has been the path I have chosen to continue to follow. 📌 What is your current role? What does it consist of? I currently work as a consultant in the software quality area, having as responsibilities the implementation of manual and automatic testing solutions in mainly international clients, coordinating the various elements of the Quality Assurance team, and designing and defining strategies and technical solutions. In addition, I am responsible for Findmore’s software quality unit, where it is necessary to identify market needs and define supply, both in terms of service processes and preparation of technical proposals. 📌 Outside the professional context, what hobbies/talents/interests do you have? - I like to run and participate in half marathons, seeing them as a challenge to perform better and improve to do a marathon. - When there is availability one thing that works as a moment of diversion, I like to try more elaborate culinary recipes. I usually manage to replicate the desired result successfully! Creating my recipes may be the next level, but no guarantees for now that the result will be positive... - Contemplating Nature through a walk in the countryside, walkways, or beach.
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Hey everyone, as many of you know, I recently started a new job with a different company. It's been 8 days since I took on this new role. In this time, I've begun the company's onboarding process and started learning a new set of software tools. I've also spent this time working closely with my maintenance team, observing their habits and routines, and listening to their comments—whether they're talking to me, amongst themselves, or interacting with management. As I approach the end of my second week, I'm preparing to have one-on-one meetings with each team member. I've put together a list of open- and closed-ended questions to ask during these meetings, but I could use your feedback. What do you think about these questions? Are there other questions I should consider? I'd appreciate any suggestions or comments below. 1 on 1 Maintenance Staffe Meeting Questions: Open-Ended Questions: 1. What do you enjoy most about your current role? 2. What challenges have you faced while working here, and how did you overcome them? 3. How do you think we can improve the maintenance department's performance? 4. Can you describe a recent situation where you demonstrated leadership or problem-solving skills? 5. How do you think we could improve communication within our team? 6. What training or resources would help you perform your job better? 7. How would you describe the overall work culture here? What would you change? 8. What types of projects or tasks do you feel most comfortable handling? Which ones are challenging? 9. What are your career goals, and how can I support you in achieving them? 10. What safety concerns have you noticed, and how do you think we could address them? Closed-Ended Questions: 1. Do you feel you have the tools and equipment needed to do your job effectively? (Yes/No) 2. Are you satisfied with the current work schedule? (Yes/No) 3. Do you feel like your suggestions for improvement are heard? (Yes/No) 4. Are you interested in cross-training to learn new skills? (Yes/No) 5. Do you believe our team works well together? (Yes/No) 6. Do you have any safety concerns in the current work environment? (Yes/No) 7. Are you happy with the current level of support from management? (Yes/No) 8. Would you recommend working here to a friend? (Yes/No) 9. Do you feel you are fairly compensated for your work? (Yes/No) 10. Do you think the maintenance department is adequately staffed? (Yes/No) Lantower Residential #multifamilty ##PropertyMaintenance #MultiFamilyMaintenance #ApartmentMaintenance #MaintenanceTeam #MaintenanceTips #MaintenanceTechnician #FacilitiesManagement #BuildingMaintenance #MaintenanceSolutions #Multifamily #MultiFamilyLiving #MultiFamilyLife #ApartmentLiving #ApartmentCommunity #MultiFamilyHousing #ApartmentLife #ApartmentLifestyle #MultiFamilyRealEstate #ApartmentHomes
