Project Management Executive

Mô tả Công việc
1. Licensing management
Research, seek for management's approval and contract with vendors for planning approval, construction permit, environment protection license.
Coordinate with vendors to apply for planning approval, LURC, Investment license, construction permit, construction drawings, firefighting appraisal and completion acceptance, environment protection license.
Being contact window between company and authorities.
Liasing with other teams to complete the project.
2. Project planning and execution:
Discuss with the BOD about the development orientation of upcoming projects (Location, Form (independent or joint venture,...), capacity, expected progress, authorities contact point, ...);
Building initial project information proposal;
Creating a Master Schedule/General Plan, which includes specific work items (divided into different phases of the development of a project);
Ensure a logical plan, full of necessary items, outlining the resources and costs allocated in the project.
3. Project stakeholder management and resource management:
Coordinating company resources as well as external contacts (Government agencies; Consulting services; ...) to meet the requirements set out in the project development stage;
Communicating with upper management to develop the strategic program and project goals/progress;
Management of project resources to meet project milestones;
Align the various teams/team members' expectations and deliverables to the needs of the project;
Report weekly to BOD on the progress of the project;
Handle arising incidents (if any) that occur during the project development phase;
The PM needs to be the central contact person, helping the parties understand the information and requirements of each stage in the project, and ensuring the project progress smoothly.
4. Manage project budget, schedule and quality:
PM should always closely follow up to ensure the project is on schedule, completed within the intended time and budget;
Monitor budget spending, ensure optimal spending resources or detect early signs of budget waste and promptly handle them.
5. Managing project risks and conflicts:
If there is a problem that needs to be changed in the project, then the PM needs to be the main handler, then the PM will work with the leader, customers and team members to finally make the decision to resolve;
Perform other related tasks as directed by BOD...
Research, seek for management's approval and contract with vendors for planning approval, construction permit, environment protection license.
Coordinate with vendors to apply for planning approval, LURC, Investment license, construction permit, construction drawings, firefighting appraisal and completion acceptance, environment protection license.
Being contact window between company and authorities.
Liasing with other teams to complete the project.
Discuss with the BOD about the development orientation of upcoming projects (Location, Form (independent or joint venture,...), capacity, expected progress, authorities contact point, ...);
Building initial project information proposal;
Creating a Master Schedule/General Plan, which includes specific work items (divided into different phases of the development of a project);
Ensure a logical plan, full of necessary items, outlining the resources and costs allocated in the project.
Coordinating company resources as well as external contacts (Government agencies; Consulting services; ...) to meet the requirements set out in the project development stage;
Communicating with upper management to develop the strategic program and project goals/progress;
Management of project resources to meet project milestones;
Align the various teams/team members' expectations and deliverables to the needs of the project;
Report weekly to BOD on the progress of the project;
Handle arising incidents (if any) that occur during the project development phase;
The PM needs to be the central contact person, helping the parties understand the information and requirements of each stage in the project, and ensuring the project progress smoothly.
PM should always closely follow up to ensure the project is on schedule, completed within the intended time and budget;
Monitor budget spending, ensure optimal spending resources or detect early signs of budget waste and promptly handle them.
If there is a problem that needs to be changed in the project, then the PM needs to be the main handler, then the PM will work with the leader, customers and team members to finally make the decision to resolve;
Perform other related tasks as directed by BOD...