How Hard the Mighty Fall
“… real loyalty can’t be bought; it can only be earned (Neumeier, 2007, p. 102). Coming to the close of an arduous multi-million dollar tenant improvement project, the project manager selected to hold the position was unexperienced and new to the Chevron Project Management System. Soaked in a “wealth” of potential knowledge this project manager served a history of conducting facility condition assessments and holds a degree in architecture. Many believed that with the right guidance, the recipe for success was there.
At the onset, this new project manager, was joined with a seasoned mentor to guide him through the first few phases of the project (definition, programming, conceptual and detailed design), contract resources …show more content…
In very short time her reputation became “the people’s project manager,” she accomplished increasingly significant projects – including a Bay Area restack – while taking full advantage of the talents around her. This is not to say conflict did not arise between her team and the beliefs of local operations groups, but instead of ignoring, she took these challenges head on. Facilitating multi-hour meetings, if necessary, to talk through the pros / cons of a given scenario to come up with truly creative, dynamic solutions everyone was happy with. Her ability to recognize the hidden talents of her team members ensured she not only completed projects on time and on budget, but lifted up and developed those around her. She was a joy to work with. Further, as she continued to exemplify company values, opportunities for more mature positions widened in tandem. Today she holds the position of Manager U.S. East, Latin America, and International Projects. The individuals that work for her fully admire the expertise, inspiration, and rigor she brings to the table. Her customers are equally happy to work with her, as they know they will receive the “A Team” for their project
“… real loyalty can’t be bought; it can only be earned (Neumeier, 2007, p. 102). Coming to the close of an arduous multi-million dollar tenant improvement project, the project manager selected to hold the position was unexperienced and new to the Chevron Project Management System. Soaked in a “wealth” of potential knowledge this project manager served a history of conducting facility condition assessments and holds a degree in architecture. Many believed that with the right guidance, the recipe for success was there.
At the onset, this new project manager, was joined with a seasoned mentor to guide him through the first few phases of the project (definition, programming, conceptual and detailed design), contract resources …show more content…
In very short time her reputation became “the people’s project manager,” she accomplished increasingly significant projects – including a Bay Area restack – while taking full advantage of the talents around her. This is not to say conflict did not arise between her team and the beliefs of local operations groups, but instead of ignoring, she took these challenges head on. Facilitating multi-hour meetings, if necessary, to talk through the pros / cons of a given scenario to come up with truly creative, dynamic solutions everyone was happy with. Her ability to recognize the hidden talents of her team members ensured she not only completed projects on time and on budget, but lifted up and developed those around her. She was a joy to work with. Further, as she continued to exemplify company values, opportunities for more mature positions widened in tandem. Today she holds the position of Manager U.S. East, Latin America, and International Projects. The individuals that work for her fully admire the expertise, inspiration, and rigor she brings to the table. Her customers are equally happy to work with her, as they know they will receive the “A Team” for their project