Project Management

Evolution in a workplace is a continual process which slowly but surely changes company culture and traditions in a given entity. Current technical and economic pressures drive industries to an increasingly competitive environment which pushes them to restructure and reorganize their work methods to increase productivity.

Downsizing is a famous product of this evolution. The challenge is then to manage existing workload with less people. Competence development within an organization has been industries’ response to attaining this goal – multi-skilling in a high performance workplace. Functional flexibility has somewhat became the standard.

My 2-day training in Paris two weeks ago was in fact an introduction to the ins and outs of project management.

Project management, as described in the Free Management Library is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, construct a building or implement a new computer system. Project management includes developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are needed, and associating budgets and timelines for completion. It also includes implementing the project plan, along with careful controls to stay on the "critical path", that is, to ensure the plan is being managed according to plan. Project management usually follows major phases (with various titles for these phases), including feasibility study, project planning, implementation, evaluation and support/maintenance.

Aside from my normal tasks, the big bosses had this brilliant idea of naming me as a Project Manager (PM) to validate a new machine loaded with new technology from a new supplier – without the salary increase, bien sûr - and before I had the training. At first, I didn’t really give it a budge. I will have a dual role on this subject, as a technical resource and a PM. Easy. I started working on the process conception taking into account the complexity of the new machine - thinking I would restart working on the subject once the machine is installed (I was still thinking like a technical resource and not at all as a PM). Wrong.

Now, aside from my usual monthly report,
- I have to do a specific report on this subject too.
- I have to attend to a lot of meetings – talking about Civil and Electrical Engineering (building conception phase) but never Chemical Engineering which is my line – and worst, write the meeting minutes at the end of the session.
- I have to take major decisions impacting quality, cost and delay – or negotiate everything with the big bosses – and take every blow imaginable.
- I have to monitor that we don’t exceed the 1M€ mark.
- I have to kick butts to get information from different actors of the project.
- and lastly, I have to work for myself because, not to forget, I’m a technical resource on this project too.

This new task is draining the whole of me. I’m a newbie and I’ve always been conscientious on whatever I do. Frenchguy’s out for business travel for 2 long weeks now and handling an active toddler after a long day of work is sometimes more difficult than talking technical matters with experienced men (*$¤#! Just wondering what these big bosses had in mind when they named a Filipina Mom to handle the job? – I mean, I’m the only girl in the team! And a foreigner at that!).

Next week, I will be somewhere around Germany with a supplier followed by Italy before the end of the month - again with a supplier. Then probably, just probably, to Thailand mid-November.

Now, how in the world would my immediate boss think that I’m not loaded? I can’t even blog, lol.