Project management is concerned with the overall planning and in order to meet the requirements of the project and ensure completion on time, within budget. One of the benefits of Metro Connect is access to a host of events aimed at helping small businesses Meet the Project Managers and Buyers – Every June. Want to connect with great project managers in the Denver Metro? We're.
Assist in the forecast and budget planning process for all stores and projects. Any other related tasks. College Diploma or University studies certificate in a related area. Intermediate computer skills in Outlook, Word and Excel. Must have the ability to communicate clearly and effectively, verbally and in writing, to all levels of management, vendors and outside organizations.
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Self starter with strong negotiation and time management skills. Preferred knowledge of food store construction and building codes. Knowledge of applicable laws and regulations. Metro is dedicated to fostering a diverse work environment. We will consider all qualified applicants for employment.
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Applicants that meet the qualifications will be contacted for an interview. Metro is committed to accommodating applicants and employees with disabilities.
To preempt these kinds of problems prior to the commencement of the project, the DMRC attempted to put in place effective systems to ensure the smooth progress of the project. To ensure strong leadership, Elattuvalapil Sreedharan, a technocrat with a long history of service in the Indian Railways IR and a reputation for completing projects on time and within budget, was appointed as the chairman of DMRC.
Second, collaboration and cross-learning with Japanese partners was made an integral part of the project design. DMRC engineers were encouraged to learn tunneling technologies, management ethos, and value for time, as well as other management techniques from their Japanese counterparts. Interchangeability with IR was seen as diverging from core principles of an urban transport system.
The DMRC board of directors has absolute freedom to make technical decisions and depends on the government principally for funding and land acquisition.
This arrangement has proven effective in reducing interference from politicians and bureaucrats. For example, in the initial phase, the first key task DMRC faced was to select a general consultant to provide a team of foreign and Indian experts contracted by DMRC who would help to implement the project, working on project design, contract tender, and supervising construction. A Japanese firm, Pacific Consultants International, and its joint venture partners were found to be most technically qualified for the job, and DMRC issued an acceptance letter.
Project Manager, Maintenance job offer | Metro
However, vested interests within the government urged DMRC to withdraw the letter of acceptance, arguing that other bidders were cheaper. Those guidelines allowed them to accept only the bid of the bidder with the highest technical rank, with an exception only if the financial estimate of this bidder was unreasonably high. This decision definitely helped the initial phase of the project because the selected consultant team not only acted as useful bridge between DMRC and JICA, but also had necessary technical and management expertise and especially knowledge of tunneling technologies, management ethos, and value for time.
To strengthen its own technical expertise and human resources, DMRC made sure that its staff members were central to the project and did not rely overly on general consultants. Beginning in phase 1 with a view toward implementing subsequent phases, DMRC was able to reduce its dependence on external experts in phase 2 by deploying its personnel in consulting services and allowing them to have relevant technical experience from the start.
Moreover, DMRC established a training institute to pass on technical expertise from its own personnel to implementers of new metro projects in India. DMRC also disseminated its knowledge and technologies through consulting work on new metro projects both in India and outside the country.
These efforts allowed DMRC to effectively accumulate technical expertise and systematically leverage it to establish a strong reputation.
The importance of effective stakeholder coordination is apparent in the need to coordinate with other agencies during construction of underground sections of the metro. The ground had to be excavated, but beforehand a complicated network of water supply and sewerage pipes needed to be shifted or diverted.
Cooperation and communication with other government agencies in charge of these utilities were necessary to get their buy-in and participation. In some cases, these other agencies were reluctant to cooperate, and this delayed construction in stretches of ground utility infrastructure because utilities could not be shifted. To solve this problem, instead of requesting that utility agencies shift pipes and wires, DMRC offered to take the responsibility for the work.
This approach allowed DMRC to retain control of this work while also involving other agencies through the preparation and submission of detailed plans for approval.
To increase collaboration, DMRC at times recruited retired personnel from utility agencies to meet with their former colleagues. The result was that work speed increased and that DMRC was able to ensure that disturbances to the public were minimized. Globally, most urban metro projects were financially unviable because the fares could not be fixed solely on a commercial basis.