Motorola Work Values

Daily Duties at Motorola:

Current role: Manage global projects from concept through product deployment by planning, monitoring, and controling schedules, scope, cost, resources, risks, and issues. Leading problem solving efforts in the later execution phases of the projects. Past roles: Managed projects, resources, and processes through product lifecycle in cross-functional, multi-cultural environments. Project Management • Two-way Accessory Projects—Manage International Team located in the U.S., Malaysia, Mexico, Germany, and the U.K. to refine cost goals and lock down requirements on troubled project stuck in the planning phase. Balanced progress in light of changing direction from management; re-established change management process; revised project, communication, and quality plans; updated schedule; created and executed risk management plan; and obtained stakeholder approval. • Global Deployment of Digital Two-way Radio Projects—Facilitated open dialogue among international project deployment team (supply chain PM, regional PMs, factory, distribution centers, and engineering) located in U.S., Malaysia, Germany, U.K. and China. Measured performance to ensure compliance with project plan. Project deployed 11 days ahead of schedule and within quality objectives. Project Controls • China Project Controls Team—Hired and trained team members in Beijing and Hangzhou. • Primavera Project Management Applications Administrator—Administered application access and licensing, user permissions and security rights, and creation of projects in the proper structure for an organization of about 1200 engineers located in the U.S., U.K., and China. • Analysis/Reporting of Schedule, Resource, Cost, and Risk Management—Provided project controls support to Project Management Office for global program (U.S. U.K., China) with the magnitude of 8000 staff months. Resource Management • Global Resource Allocations—Advised resource managers in the U. S., Malaysia, U.K, and China on procedures for loading and validating allocation of 1200 resources across hardware and software development projects. Coordinated proper allocation of resources across prioritized list of projects to mitigate risks on current projects and allow for planning of future projects. Process Development / Improvement • Resource Management Standardization & Best Practices—Optimized resource management process and practices for the GSM cellular infrastructure and professional two-way radio businesses. Led global team (U.S., Malaysia, U.K., China) in a collaborative effort to agree upon best resource management approach to identify key stakeholders, develop project charter, and prepare the project plan. Program Manager / Process Manager, Global Marketing Managed sector macro program schedule for wireless technologies to support global marketing portfolio planning and management. • Primavera TeamPlay for Sector-level Scheduling—Integrated all programs into one sector-level schedule, reporting current and plan vs. actual schedule status and elevating key issues to the attention of senior leadership. Worked with team members located in U.S., U.K., Malaysia, Australia. • Critical Path Analysis—Linked customer needs with program schedules; identified elements of concern, notified account and program teams (U.S., U.K, Malaysia, Australia) of account misalignments, and facilitated development of mitigation plans. • R&D Investment Budget Reporting—Utilized Essbase Excel add-in to track plan vs. actual and reconcile the quality of budget data. Team members located in U.S., U.K. and China. • Project Management Tools Suite—Coordinated efforts with the tools development team in U.S., U.K., and China to ensure sector’s ability to assess new resource requirements against committed work and elevate effectiveness of scenario planning. Measured projects’ success in achieving schedule, budget, and timeline goals. • Front-end Portfolio Planning and Prioritization Process—Educated development community in the U.S. and U.K. on methods used for defining, qualifying, and funding projects and identifying approval boards and information management at each board. Project Manager / Process Manager Led system level projects (U. S., India, Israel) from project initiation through deployment. Developed project management plans, project schedules, and risk management plans. Coordinated milestone reviews and facilitated project status reviews. Managed software projects through system integration and test phase of product life cycle. Developed test criteria, reviewed software release test progress, coordinated software deliveries between development, test, and deployment groups. Aggregated software test issues and drove through development change control process, ensuring proper prioritization and timely resolution. • Implementation of New Product Life Cycle—Improved product quality and time to market. Created and maintained process documentation, facilitated training for entire organization across multiple locations. Team members located in U.S., India, Israel. • Gate Process Project Business Review—Led U.S., U.K. team for corporate level system and product development core process redesign initiative.

What they like about Motorola:

The social vibrance of a hiring firm is very important to you. Your ability to make and maintain friendships there is a critical part of your decision. You would likely be dissatisfied with a workplace that is quiet, cold, or otherwise not particularly social. When you investigate a new hiring company, ask recruiters, managers, and potential co-workers about the social life and opportunities there. This is especially important when you are relocating; moving dramatically alters your social sphere both inside and outside the workplace.

Tags

Primavera, Resource Management, Schedule, Project Controls, Project Manager, Global Projects, Risk Management, Scheduling, Program Manager, International Projects, Earned Value

Skills

Software Implementation, Requirements Analysis & Specification, Schedule Management, Resource Management, Risk Management, Ability to communicate cross-culturally and cross-functionally

These are some of the questions we asked our climbers about their experiences with Motorola: