PROJECT MANAGER
Location:
Lehi , Utah
Posted:
January 23, 2017
Reference:
2017-5006
At Vivint Solar, we're changing the way people generate and consume power. We believe that people should have a choice between using outdated, dirty technologies and using innovative, clean solutions to produce the energy they use to live every day. That's why we're making it easy for millions of people nationwide to choose to go solar. Simply stated, we're doing work that really makes a difference.

To undertake such a huge task, we need a Project Manager that will have a strong analytical, training and operations background. The candidate will also have a robust understanding of data, downstream impact of data entry and data validation.

You'll change the world by...
  • Making sure project get done by owning the projects. The success or failure of a project belongs to you. Everything that's out of your control can go horribly wrong, and you are still responsible. Everything can go incredibly right, and you get all the glory. The projects are yours, and it is up to you to ensure that they get done. Don't allow anyone or anything to get in the way of your projects getting done.
  • Ensure internal client expectations are continually managed and met. Work with clients to help them understand the services we provide, and those we don't provide. Tell them what we can do for them and when we can do it for them by. Be careful what you commit to, because you'll be expected to do it. When priorities change or projects change, discuss the changes with everyone involved immediately.
  • Update internal clients frequently. Clients should never wonder what's going on with their project. Update them when anything happens on their project. If nothing is happening on their project, tell them that. A client should never go more than a few days without an update on their project.
  • Create a backlog of work that is at least two weeks' worth of work. Have at least two weeks of work lined up for designers and developers. As soon as they have a lull in a project or finish a project, another one should be ready to hand to them. Know that backlog inside out and backwards and immediately
  • Remove blockers that employees (on the training team) can't remove themselves. As you check in with employees on their progress and become aware of blockers, find out what they have done to resolve it. If they haven't done anything, tell them what they can do. If they have made several attempts without success, take over the blocker and remove it yourself right away.
  • Delegate responsiblities. Just because you own the projects doesn't mean you need to do any of the work. As soon as you are given a responsibility, plan what needs to be done and when, then pass it to the right person to be done. Follow up to ensure they are getting things done. If you don't know what needs done or who to pass it to, consult with the operations manager.
  • Proactively report progress to leadership. Leadership should never have to ask what's going on with a project. If by chance they do ask, the answer should never be, "Let me find out." You should be intimately connected with each project and know the details of what's happening at all times. When progress is made (or in some cases, not made), offer that information immediately to leadership. Report to leadership proactively at least once a day (and that would be a slow day).
  • Make sure projects are done on time and push back on due dates. When you ask a designer or developer for a timeframe on a portion of a project, don't always just accept what they tell you. If the timeline seems unusually long or it doesn't fit with the client's expectations, ask if they can do it in less time. If they insist that the time is accurate, but still doesn't work for you, discuss it with the operations manager.
  • Ensure progress is made daily/weekly. No active project should go an entire week without something happening on it. Make sure that every active project can have a positive report given about it at least once a week.
  • Follow up with employees at least twice/day on projects. Informally touch base with every employee at least twice a day to find out how projects are going, what difficulties they are having, and how you can help. Contact can be personal, via email, via Slack, via text message, or any other method you want to use. If employees are working from home, contact should be more frequent than twice a day. If employees are working on multiple small projects during the day, contact should be once or twice per project.
  • Watch for patterns of slacking and procrastination. As you touch base with employees, listen carefully to the progress they are telling you they are making. If the second or third report sounds like the first one, or very little progress is being made, find out why better progress isn't being achieved. If the reasoning isn't acceptable, involve the operations manager to discuss performance with the employee.
  • Make sure projects are done according to process. Every employee should follow an established process for design and development. For design, they should create concepts, storyboards (when needed), prototypes (when needed), content capture forms, and development documents. Each piece of their process should be reviewed and validated by another designer. For development, they should be developing samples, developing finished products, loading and testing products, and deploying products. Each stage of development should be QAed by someone else on the team.
  • Point employees in the right direction for answers. When you check in with employees, if they ask questions about design or development, point them to the operations manager for guidance. If they ask questions about project timelines or process, you can answer those questions.
  • Don't sacrificed process for deadlines. Following the process ensures that we produce quality products. We should not sacrifice any portion of the process for a deadline. If deadlines are fast, we perform each step in the process quickly, but all steps are still there.
You'll do that with your...
  • Excellent verbal and written communication skills that effectively communicate information to HR and non - HR individuals.
  • Ability to effectively interface with various levels of management internally and externally.
  • Ability to determine key trends, blockers and assess potential impact.
  • Passion for working collaboratively to ensure the entire team (and project) success
  • Process optimization improvement and fundamental operations/TOC mentality.
  • Ability to work in a fast-paced, dynamic environment and handle multiple tasks.
  • Ability to support client organizations from a sound understanding of customer needs and processes.
  • Attention to detail and continuous/rapid problem-solving skills
  • Strong organizational and planning skills
You'll know you're ready if you...
  • Have a bachelor's degree in business management, finance, accounting, or similar degree (preferred)
  • Have 2-5 year work experience in a project management role or the equivalent.
One more thing...you'll be required to submit to a criminal history check, drug screening, and obtain clearance from the state based upon the state requirements.

Vivint Solar, an equal opportunity employer, does not consider any protected traits (e.g. race, creed, color, religion, gender, national origin, non-job-related disability, age, or any other protected trait) when hiring-under federal, state and local laws.

A little about us:
Vivint Solar (NYSE: VSLR) is a leading provider of distributed solar energy to residential customers in the United States.

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