Pros
Have worked for top tier cliental
Cons
During my decade at Shawmut Design and Constructions the power dynamics in operations have changed noticeably. Project teams are successful when they operate as a cohesive unit. The lead project manager and the lead super should operate as an equal and united front – dedicated to delivering projects to the stakeholders, on time, on budget, while upholding a standard of high quality. However, my experience at Shawmut Design and Construction does not align with team dynamics that I deem as effective. At Shawmut, the project management team enjoys more power than field operations. Not being onsite project management generally has a more direct line to executive leadership. Often, they use this proximity to disparage the field team for a project’s failures. An ideal team would realize solutions as equals and attack the issues within their roles with tenacity. However at Shawmut projects frequently have excess negative communication to leadership. This pessimistic back-channeling leads to fissures within the team, changes to be made in team leadership, and even people being let go from the company. I have seen individuals who sacrifice 10 hours a day and weekends be let go, not because of any measurable, but because of negative communication by an equal team member to an executive. Imagine coming to work at 6:00am every day, sacrificing weekends away from loved ones, only to be let go based off negative communication rather than a measurable performance indicator. Does not seem right…Does not align with personal values...Will have a negative effect on this companies profitability