In my previous employment, they and I would have benefited from the methodologies of project management. Our "projects" were managed by the office's General Manager. He would receive his information from his Regional VP, who would receive their directive from the head honcho. Let me first break it down of how projects went about from only the team members from that specific office.

• General Manager looks at budget sheet and evaluates the new clients onboarding along with current clients. My position title was Payroll and Billing Specialist who grew to be the Office Manager in the security industry. General Manager states we have new onboarding clients, (1) we need to clothe and equip incumbents and (2) it is change of seasons and need to clothe and equip current employees across the 3 states we control.
  • The concern has always been no one doing the ordering, whether it be the Area Supervisor or Operations Manager could remain on budget, get the items ordered and received on time, or even get enough products for the budget provided.

*I at this point would have to say that the organizational structure in my previous employment was more of a centralized and somewhat of a weak matrix. I was fortunate enough to experience a GM (2^ndone within the 7 years I was there, also went through 4-5 Operations Manager within that time frame) who was an individual that allowed the team more autonomy so to say, but when a mess up occurred, it was not the best place to be. Regardless, the GM noticing my strengths and weaknesses, kept kind of hinting that maybe I should take a stab at this repeated failure in keeping within budget and getting our employees the items needed in time in order to look and be sharp on the job. So, I then took the reigns and the end result was that I was able to not only stay within budget but found better quality clothing and was able to purchase extra items (forecasting). I would say it was informal and an individual project. I had to learn everything, build on that, reasearch, negotiate, and then purchase items timely.

Now, if a project was given from the RVP to the GM, for instance, reduction of overtime. It was essentially up to the GM to figure that out amongst his team. The RVP only indicated that this area that he saw on the P&L, which is overtime, needed to decrease. GM turned to OM and would inquire the status of all our sites, along with what is in the pipeline, then turn to our HR and inquire the status of applicants and interviews. There was absolutely no consistent methodology that was used and looking back we could of benefited from being more structured.

I believe we could have benefited by utilizing better software and methodologies but overall, I was creating templates, brochures, and policies to provide some type of structure as our Corporate Office lacked a "common language" across the US. It was a lot of work, especially working with the resources I was given and even going back and forth with Corporate, but in the end, I succeeded. Thankfully and grateful for the success.

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