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Old 05-05-2021, 09:46 AM
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The MNC engineer also described the same thing what.
He also depended on this global team to deliver.

Basically all this "project engineer or project manager" role are just extra only la.
Example bus interchange got bus driver going to busses to drive bus. Actual work.

And you have bus warden or crowd control just stand there to manage crowd.
When it's crowded or peak hours. Got crowd control also make no difference la.

And the fact that all this extra job are dispensable and replaceable.
And project engineer are dispensable and replaceable la.

But all this so called project engineer delusional. Thinking they are the one who "manage" the project.
More like you don't have the expertise to perform an expert job so you became a generalist project engineer la.

Ask a crowd control staff to drive a bus to help move the passenger can anot? Cannot no license.
Ask them to fix the bus so it can ferry? Cannot not technician.

In short. Project engineer are just mules to run the project. There are not the "manager" cause they don't manage it.

It's like saying I'm a time manager. Cause I manage my own time.
But the fact is whether I manage my time or don't. The time will move with or without my active participation. So can I say that I'm a time manager le?

Think.

All this "project engineer" can't do actual engineering work la. Can't design. Can't code. Can't build. Can't go. Can't maintain. Can't read manual and repair. Can't do anything but use their mouth and negotiate things like deadline, or liason or meeting.. All the pointless aspect of a project
I'm the MNC PJM.
Maybe taking a PMP will help you understand why the role of the PJM is critical.
Project charter, capex, budgetary concerns, gate clearance, buying off by various functions, alignment of expectations between customers and my team, meeting deadlines, mitigate disputes.

PJM needs to know basics of the products and services offered even though the execution is carried out by subject matter experts who have years of experience doing that. And you need to align these people to the requirements of other team members.

For example our product development creates a DFMEA for automotive customers. They create under the American AIAG methods but customer expectations are German new VDA standards which is a whole lot more complicated. I am not trained in any of these. So I had to arrange for the budget to train the team or if schedule allows, arrange for my team to join pre arranged training by corporate. Make sure the certificate is available for customer scrutiny. And do all these on time according to Gantt chart agreed with customer without blowing the budget provided by Management.

Another example, telecommunications customer who requested the DFM to be completed with their AVL that's a direct competitor to one of our division. I need to escalate this to corporate and legal to prepare for mitigation regarding patent issues, link up with the design engineers and BD and procurement to create a information matrix on what could be shared and what not so as to avoid a future patent dispute.

Another example, medical customer sent their auditor to audit our contamination control as a requirement under the ISO13485 standards. I need to work with the quality team , operations, engineering etc. to handle the audit even though it will be led by the subject matter experts, I need to stand by facts and figures as some of my projects fell under their purchasing.

I don't know what sort of PJM you deal with but I think you need to really open up.


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