U.S. Army Engineering and Support Center Huntsville’s Post

#jobalert contact Carl Pritchard for details. Please repost. PMI-Central Illinois Chapter #letsgotowork If you are on a #jobsearch finding it difficult to get noticed, ace the #interview, and get the job, hit the appointment link above for a free consultation! No link - click the booking button on my profile page. #careerdevelopment #careercoach #careergrowth #projectmanagement #itcareers

Opportunity

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I can personally attest that these two are a blast to work with! Check out the video below to learn more about joining our team #BMcD

Opportunity in Tampa, FL

If you're a business owner or hiring manager, having a good recruiter in your back pocket is a secret weapon. You might not use them on every hire, but it's smart to build a relationship with one you can trust for when you're in a time of need. --- I help construction companies hire project managers, superintendents, project engineers, estimators, business developers, and other similar types of professionals. Your business is too important to wait until the last minute. I'm here when you're ready. #groundupconstructionrecruiting

It’s Monday so remember to honor and recognize our hardworking construction field management and craft teams in our organizations. They are the backbone of our industry and deserve our celebration when we succeed. While overcoming challenges and navigating various communication protocols, let's not forget to embrace the tangible progress of building. Remember: 1. Incorporate project milestones into the project management plan and celebrate their successful completion. 2. Establish meaningful traditions in the field to shape the future of our growing organization. 3. Commend both team and individual accomplishments. A cohesive team draws inspiration from one another and propels each member to greater heights. 4. Organize field promotion ceremonies filled with joy, camaraderie, and genuine emotions. Invite friends, family, and mentors to join the celebrations. Each promotion is a significant milestone in our careers and deserves to be celebrated grandly. Let's also ensure that the efforts of our project management teams, who tirelessly promote the glory of our buildings across the country, receive the recognition they deserve. Inspiring leadership by Justin Garza, MBA, and Gordon Berry leading our South Dakota team on a project that will bring patients Electronic Medical Records through building a hospital stand-alone data center and subsequent telecommunication rooms. #constructiontitan #purposebuilders #projectmanagement #construction #designbuild #projectmanager #superintendent #qualitycontrolmanager #ssho #projectengineer #scheduler #teams #celebration #hiring #careers

Could specialized project managers or estimators change the #AEC hiring landscape? Patrick Collins shares his insights. Watch the full video: https://lnkd.in/gZVYxDEW #AECIndustry #Recruitment #Construction #Engineering #IndustryInsights #PCCollins

𝗛𝗼𝘄 𝗦𝘁𝗮𝗿 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿𝘀 𝗟𝗼𝘀𝗲 𝗧𝗵𝗲𝗶𝗿 𝗦𝗽𝗮𝗿𝗸𝗹𝗲 During a project meeting, I sat down with a senior "𝗧𝗵𝗲 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿" who had quite a reputation in the industry. He was someone I'd heard great things about, and I was excited to learn from him. But as we discussed the project, I was surprised. His responses lacked the depth I had expected. It didn’t seem like the same expert I had heard so much about. Out of curiosity, I shared a few facts and referred to the contract, hoping to dig deeper into the issue. He paused, sighed, and with a tired smile, said, “I missed it.” There was frustration in his voice. He explained that he was assigned as Chief Resident Engineer/the Engineer on 𝟭𝟮 𝗽𝗿𝗼𝗷𝗲𝗰𝘁𝘀 𝗮𝘁 𝗼𝗻𝗰𝗲. Even with all his experience, the pressure of managing so many tasks was overwhelming, making it impossible to give each project the attention it needed. This experience really made me think—how often do we overload our best people? Overworking them risks not only their performance but also their reputation and it can lead to unnecessary contract complications. So here's what I think we need to do: 𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗮𝗻 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗿: Don’t put too much on the shoulders of your key performers. Start growing your talent pipeline. Get your senior engineers to mentor the younger ones. It's better to have some good engineers than one burnt-out expert. 𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗮𝗻 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲: It’s important to speak up when the workload becomes too heavy. Protecting your performance and reputation should always come first. 𝗔𝗻𝗱 𝗶𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗶𝗻 𝗽𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁: Maybe it's time to add some safeguards in your contracts to ensure that the Engineer is either dedicated exclusively to your project or has a manageable workload. This will prevent issues from escalating and improve project outcomes. What are your thoughts on this? Have you seen similar situations in your work?

This is a key one. I'm continuously disappointed in the Navy's ability to field DevSecOps capability on par with the other services, let alone on par with industry. The Navy is still in discussions about which DevSecOps tech stack is the correct one. It's not about the technology... it's about the process. Use the process to deliver the technology. The DevSecOps tech stack should be continually updated via the same agile DevSecOps process that delivers software. Continuous Authority to Operate -cATO. Currently, each SYSCOM has their own process to approve software with their own offices. Why do I need separate Air, Surface, Subsurface, Information Operations, Health, etc approvals when we are all working off of baseline NIST standards which are known and in place and operating everywhere? cATO isn't hard, it's just not invented here. Unified cloud provisioning of SaaS services. This is a contract problem. The Navy is renegotiating SaaS contracts with the same companies over and over again. Air Force has Cloud One that does the contract and provisioning work across the Air Force. Steal that. In fact, beg, borrow, steal everything that is working in the other services. This isn't a bespoke thing that needs to be highly customized for Navy use. It's a pretty basic problem that has been solved in DoD for nearly a decade. I talk to companies that have commercial contracts that are delivering secure software via DevSecOps at scale that have to decrement their abilities to deliver because they are mandated to use 2000's era software practices by the Navy. It's madness. Push your software developers and designers out to the edge. There should be an Operational Software Development Team at each Fleet pushing software into a common operational baseline via a common CI/CD process with cATO across classification domains. Implement agile software contracting, where the contract officer and PM are embedded in the backlog planning meetings and approves the sprint backlog vs manages a Gantt flow down. Sustained DevSecOps work delivers capability milestones. Capability milestones do not deliver sustained DevSecOps work. Yes, this is a great opportunity. The Navy needs to shape itself around this PM and change its processes and culture for this to be successful. This works if the PM is enabled to change the structure and policies of the Navy. May the odds be ever in your favor.