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I am managing 50 projects SIMULTANEOUSLY (yes, you read that right), which may seem frightful (especially the current time of year) but I’ve categorized them into four key programs and am now managing each of the programs. Since I started working for this pharmaceutical company, my role has evolved from project manager to program manager to program director. The projects mainly center around the Department of Operations and are infrastructure-related. Before I started taking these projects over and putting some true organization and structure around them, they were “managed” by the functional managers, who did most of the work of the development team instead of delegating, and knew nothing about tracking schedules or budget let alone communicating project status.

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