āļ›āļĢāļ°āļāļēāļĻāļ‡āļēāļ™āļ™āļĩāđ‰āļŦāļĄāļ”āļ­āļēāļĒāļļāđāļĨāđ‰āļ§

Position Summary 

The Infrastructure Project Manager plays a pivotal role in our organization's IT department, overseeing the planning, execution, and delivery of critical infrastructure projects. This role is responsible for ensuring the successful implementation of infrastructure initiatives, encompassing hardware, software, network, and data center components. The Infrastructure Project Manager leads cross-functional project teams, manages resources, and drives projects to completion within scope, on time, and within budget.

Key Responsibilities

Project Planning: Collaborate with stakeholders to define project objectives, scope, goals, and deliverables. Develop comprehensive project plans, schedules, and budgets.

Team Leadership: Lead cross-functional project teams, including infrastructure engineers, technicians, and other specialists, to ensure effective project execution.

Resource Management: Allocate and manage project resources, including personnel, equipment, and materials, to meet project goals and timelines.

Risk Management: Identify, assess, and manage project risks. Develop risk mitigation strategies to minimize potential disruptions.

Vendor Relations: Liaise with external vendors and suppliers to procure necessary equipment and services, negotiate contracts, and ensure compliance with project requirements.

Budget Control: Monitor project budgets and expenses, ensuring cost-effective project execution. Prepare and present financial reports to stakeholders.

Quality Assurance: Establish and enforce quality standards for infrastructure projects. Conduct quality checks and inspections to ensure compliance.

Timeline Adherence: Manage project schedules, milestones, and timelines. Implement effective project management tools and techniques to track progress.

Communication: Maintain clear and consistent communication with project stakeholders, providing regular updates on project status, risks, and milestones.

Issue Resolution: Identify and address project issues and obstacles promptly. Collaborate with teams to find solutions and keep projects on track.

Change Management: Manage changes to project scope, schedule, and objectives. Assess change requests and their impact on project outcomes.

Documentation: Create and maintain comprehensive project documentation, including project plans, reports, and documentation of lessons learned.

Quality Control: Implement quality control processes and ensure that infrastructure projects meet established standards and specifications.

Post-Implementation Review: Conduct post-implementation reviews to evaluate project success, gather feedback, and identify areas for improvement.

Qualifications

·       Bachelor's degree in a relevant field; PMP certification is advantageous.

·       At least 5 yrs. experience as an Infrastructure Project Manager, managing complex infrastructure projects from initiation to completion.

·       Strong technical knowledge of infrastructure components, including servers, storage, networking, and data centers.

·       Proficiency in project management software and tools for scheduling, resource allocation, and reporting.

·       Exceptional leadership and team management skills, with the ability to motivate and guide project teams.

·       Effective communication and interpersonal skills for stakeholder engagement and collaboration.

·       Solid understanding of risk management principles and experience in developing risk mitigation strategies.

·       Budget management skills for controlling project costs and expenses.

·       Problem-solving abilities and a proactive approach to addressing project challenges.

·       Adaptability to changing project requirements and priorities.

The Infrastructure Project Manager is instrumental in ensuring the successful execution of infrastructure projects that underpin the organization's IT capabilities. This role contributes to the reliability, performance, and scalability of IT infrastructure, driving innovation and efficiency within the organization

āļ›āļĢāļ°āļŠāļšāļāļēāļĢāļ“āđŒāļ—āļĩāđˆāļˆāļģāđ€āļ›āđ‡āļ™
  • āđ„āļĄāđˆāļĢāļ°āļšāļļāļ›āļĢāļ°āļŠāļšāļāļēāļĢāļ“āđŒāļ‚āļąāđ‰āļ™āļ•āđˆāļģ
āļĢāļ°āļ”āļąāļšāļ•āļģāđāļŦāļ™āđˆāļ‡āļ‡āļēāļ™
  • āļĢāļ°āļ”āļąāļšāļŦāļąāļ§āļŦāļ™āđ‰āļēāļ‡āļēāļ™
āđ€āļ‡āļīāļ™āđ€āļ”āļ·āļ­āļ™
  • 30,000 - 80,000 THB
āļŠāļēāļĒāļ‡āļēāļ™
  • āđ„āļ­āļ—āļĩ / āđ€āļ‚āļĩāļĒāļ™āđ‚āļ›āļĢāđāļāļĢāļĄ
āļ›āļĢāļ°āđ€āļ āļ—āļ‡āļēāļ™
  • āļ‡āļēāļ™āļ›āļĢāļ°āļˆāļģ
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 1
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 2
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 3
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 4
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 5
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 6
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 7
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 8
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 9
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 10
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 11
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 12
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 13
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 14
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 15
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 16
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 17
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 18
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 19
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 20
  • āļŦāļēāļ‡āļēāļ™ āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ 21
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āđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāļšāļĢāļīāļĐāļąāļ—

āļˆāļģāļ™āļ§āļ™āļžāļ™āļąāļāļ‡āļēāļ™:2000-5000 āļ„āļ™
āļ›āļĢāļ°āđ€āļ āļ—āļšāļĢāļīāļĐāļąāļ—:āļ­āļļāļ•āļŠāļēāļŦāļāļĢāļĢāļĄāđ€āļ„āļĄāļĩ / āļžāļĨāļēāļŠāļ•āļīāļ / āļāļĢāļ°āļ”āļēāļĐ
āļ—āļĩāđˆāļ•āļąāđ‰āļ‡āļšāļĢāļīāļĐāļąāļ—:āļāļĢāļļāļ‡āđ€āļ—āļž
āđ€āļ§āđ‡āļšāđ„āļ‹āļ•āđŒ:www.thaioilgroup.com
āļāđˆāļ­āļ•āļąāđ‰āļ‡āđ€āļĄāļ·āđˆāļ­āļ›āļĩ:1961
āļ„āļ°āđāļ™āļ™:4.5/5

āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ āđ€āļ›āđ‡āļ™āđ‚āļĢāļ‡āļāļĨāļąāđˆāļ™āđāļĢāļāđāļĨāļ°āđƒāļŦāļāđˆāļ—āļĩāđˆāļŠāļļāļ”āđƒāļ™āļ›āļĢāļ°āđ€āļ—āļĻāđ„āļ—āļĒ āđ„āļ”āđ‰āđ€āļĢāļīāđˆāļĄāļāđˆāļ­āļ•āļąāđ‰āļ‡āđƒāļ™āļ›āļĩ āļž.āļĻ. 2504 āļ āļēāļĒāđƒāļ•āđ‰āļ§āļīāļŠāļąāļĒāļ—āļąāļĻāļ™āđŒāļ‚āļ­āļ‡ "āļšāļĢāļīāļĐāļąāļ—āļœāļŠāļēāļ™āļĢāļ§āļĄāđ‚āļĢāļ‡āļāļĨāļąāđˆāļ™āđāļĨāļ°āđ€āļ„āļĄāļĩāļ āļąāļ“āļ‘āđŒāļŠāļąāđ‰āļ™āļ™āļģāđƒāļ™āļ āļđāļĄāļīāļ āļēāļ„āđ€āļ­āđ€āļŠāļĩāļĒāđāļ›āļ‹āļīāļŸāļīāļ" āļ“ āļ›āļąāļˆāļˆāļļāļšāļąāļ™āđ€āļĢāļēāļĒāļąāļ‡āļ„āļ‡āđ€āļ›āđ‡āļ™āđ‚āļĢāļ‡āļāļĨāļąāđˆāļ™āļ—āļĩāđˆāđƒāļŦāļāđˆāļ—āļĩāđˆāļŠāļļāļ”āđƒāļ™āļ›āļĢāļ°āđ€āļ—āļĻ āđāļĨāļ°āļĄāļĩāđ€āļ›āđ‰āļēāļŦāļĄāļēāļĒāļ—āļĩāđˆāļˆāļ°āđ€āļ•āļīāļšāđ‚āļ•āđāļ‚āđ‡āļ‡āđāļāļĢāđˆāļ‡āļ‚āļķāđ‰āļ™āđāļĨāļ°āļ­āļĒāļđāđˆāđƒāļ™āļ˜āļļāļĢāļ ...

āļ­āđˆāļēāļ™āļ•āđˆāļ­

āļĢāđˆāļ§āļĄāļ‡āļēāļ™āļāļąāļšāđ€āļĢāļē: "āļ„āļ™" āđ€āļ›āđ‡āļ™āļ‚āļļāļĄāļžāļĨāļąāļ‡āļŦāļĨāļąāļāđƒāļ™āļāļēāļĢāļ‚āļąāļšāđ€āļ„āļĨāļ·āđˆāļ­āļ™āļ­āļ‡āļ„āđŒāļāļĢ āļ‰āļ°āļ™āļąāđ‰āļ™āđ€āļĢāļēāļˆāļķāļ‡āļĄāļļāđˆāļ‡āļĄāļąāđˆāļ™āđƒāļŦāđ‰āļ„āļ§āļēāļĄāļŠāļģāļ„āļąāļāđƒāļ™āļāļēāļĢāļ”āļđāđāļĨāļ„āļ™āļĄāļēāđ€āļ›āđ‡āļ™āļ­āļąāļ™āļ”āļąāļšāļŦāļ™āļķāđˆāļ‡ (People First) āļāļĨāļļāđˆāļĄāđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒāđ€āļ­āļēāđƒāļˆāđƒāļŠāđˆāļ”āļđāđāļĨāļžāļ™āļąāļāļ‡āļēāļ™āđƒāļ™āļ—āļļāļāļ‚āļąāđ‰āļ™āļ•āļ­āļ™āļ•āļąāđ‰āļ‡āđāļ•āđˆāļ§āļąāļ™āđāļĢāļāļ‚āļ­āļ‡āļāļēāļĢāđ€āļĢāļīāđˆāļĄāļ‡āļēāļ™ āļ”āđ‰āļ§āļĒāļāļēāļĢāļšāļĢāļīāļŦāļēāļĢāļ—āļĢāļąāļžāļĒāļēāļāļĢāļšāļļāļ„āļ„āļĨāļ—āļĩāđˆāļĄāļĩāļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™āđ€āļĨāļīāļĻāđ€āļ—āļĩāļĒāļšāđ€āļ—āđˆāļēāļ­āļ‡āļ„āđŒāļāļĢāļŠāļąāđ‰āļ™āļ™āļģāļĢāļ°āļ”āļąāļšāļ›āļĢāļ°āđ€āļ—āļĻ āļ­āļēāļ—āļī āļāļēāļĢāļžāļąāļ’āļ™āļēāļžāļ™āļąāļāļ‡āļēāļ™āđ€āļžāļ·āđˆāļ­āļ•āđˆāļ­āļĒāļ­āļ”āļāļēāļĢ ... āļ­āđˆāļēāļ™āļ•āđˆāļ­

āļŠāļ§āļąāļŠāļ”āļīāļāļēāļĢ

  • āļ—āļģāļ‡āļēāļ™ 5 āļ§āļąāļ™/āļŠāļąāļ›āļ”āļēāļŦāđŒ
  • āļāļēāļĢāļžāļąāļ’āļ™āļēāđ€āļžāļ·āđˆāļ­āļ„āļ§āļēāļĄāđ€āļ›āđ‡āļ™āļĄāļ·āļ­āļ­āļēāļŠāļĩāļž
  • āļāļ­āļ‡āļ—āļļāļ™āļŠāļģāļĢāļ­āļ‡āđ€āļĨāļĩāđ‰āļĒāļ‡āļŠāļĩāļž
  • āļ›āļĢāļ°āļāļąāļ™āļ­āļļāļšāļąāļ•āļīāđ€āļŦāļ•āļļ
  • āļ›āļĢāļ°āļāļąāļ™āļŠāļļāļ‚āļ āļēāļž

āļ•āļģāđāļŦāļ™āđˆāļ‡āļ‡āļēāļ™āļ§āđˆāļēāļ‡āļ—āļĩāđˆāļ„āļļāļ“āļ™āđˆāļēāļˆāļ°āļŠāļ™āđƒāļˆ

āļ”āļđāļ‡āļēāļ™āļ—āļąāđ‰āļ‡āļŦāļĄāļ” >

āļ—āļĩāđˆ WorkVenture āđ€āļĢāļēāđƒāļŦāđ‰āļĄāļđāļĨāđ€āļŠāļīāļ‡āđ€āļāļĩāđˆāļĒāļ§āļāļąāļšāļšāļĢāļīāļĐāļąāļ— āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āđ‚āļ”āļĒāļĄāļĩāļ‚āđ‰āļ­āļĄāļđāļĨāļ—āļĩāđˆāđ€āļāļĩāđˆāļĒāļ§āļ‚āđ‰āļ­āļ‡ āļ•āļąāđ‰āļ‡āđāļ•āđˆāļ āļēāļžāļšāļĢāļĢāļĒāļēāļāļēāļĻāļāļēāļĢāļ—āļģāļ‡āļēāļ™ āļĢāļđāļ›āļ–āđˆāļēāļĒāļ‚āļ­āļ‡āļ—āļĩāļĄāļ‡āļēāļ™ āđ„āļ›āļˆāļ™āļ–āļķāļ‡āļĢāļĩāļ§āļīāļ§āđ€āļŠāļīāļ‡āļĨāļķāļāļ‚āļ­āļ‡āļāļēāļĢāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļ™āļąāđˆāļ™ āļ‹āļķāđˆāļ‡āļ‚āđ‰āļ­āļĄāļđāļĨāļ—āļļāļāļ­āļĒāđˆāļēāļ‡āļšāļ™āļŦāļ™āđ‰āļēāļ‚āļ­āļ‡āļšāļĢāļīāļĐāļąāļ— āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āļĄāļĩāļžāļ™āļąāļāļ‡āļēāļ™āļ—āļĩāđˆāļāļģāļĨāļąāļ‡āļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļšāļĢāļīāļĐāļąāļ— āđ„āļ—āļĒāļ­āļ­āļĒāļĨāđŒ āļˆāļģāļāļąāļ” (āļĄāļŦāļēāļŠāļ™) āļŦāļĢāļ·āļ­āđ€āļ„āļĒāļ—āļģāļ‡āļēāļ™āļ—āļĩāđˆāļ™āļąāđˆāļ™āļˆāļĢāļīāļ‡āđ† āđ€āļ›āđ‡āļ™āļ„āļ™āđƒāļŦāđ‰āļ‚āđ‰āļ­āļĄāļđāļĨāļˆāļĢāļīāļ‡āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āļ„āļĢāļīāļŠāļ•āļąāļĨāļĢāļĩāđāļĨāļāļ‹āđŒāļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āļ§āļ‡āđƒāļ™āļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ āđ€āļšāļ™āļ™āļīāļ‹āļīāļŠāļŠāļĄāļąāļ„āļĢāļ‡āļēāļ™ WorkVenture Technologies