Chip,
You can't have got the gist of this article so wrong.
I completely disagree with you.
The understanding of what is needed in terms of objectives, outcomes, and services is what is required by the "IT Consulting practice".
The construct of a good coding team and a team Lead you can trust and have done work with in the past. The experience will come with more accomplished projects.
Let me ask the question does a CIO understand the incremental detail at the coal face - NO, but they have the necessary checks and balances in place to provide the indications to them.
Ash
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While it's true that a manager doesn't need to understand all of the details that s/he manages, I think development is such a different kind of activity that not having a good knowledge of how it works is more like trying to be the CFO without understanding finance and economics.
When the developers come up with a time frame and a cost and consequences, and that is too long, too much and not too palatable.
What happens?
Entire argument in the bin, isn't it?
Nobody trusts what they don't understand.
Those checks and balances are deliverables, and deadlines and costs, and change requests and omissions...
But the plan was done based on what people wished to happen, not what could or would.
I need it by X.
I can spend Y on it.
That means I plan for Z. Z isn't achievable say the developers. Yes it is says the PM / Manager / CIO.
See it's on the plan, say manager pointing vigourously with both sides of his half hair piece.
Developer shrugs and walks away knowing they aren't going to win the argument.
Two weeks later.
The timeline is still fixed.
The resources are still fixed.
The goal posts have moved around about eight times, the project is twice as big as it was and despite all this, you untrustworthy developer types are still late....
So the only two ways to be a good CIO/ PM/ Manager
Are to know and accept this, may be even, he whispers, plan for it...
Or you can just blame the devs...
What happens?
Entire argument in the bin, isn't it?
Nobody trusts what they don't understand.
Those checks and balances are deliverables, and deadlines and costs, and change requests and omissions...
But the plan was done based on what people wished to happen, not what could or would.
I need it by X.
I can spend Y on it.
That means I plan for Z. Z isn't achievable say the developers. Yes it is says the PM / Manager / CIO.
See it's on the plan, say manager pointing vigourously with both sides of his half hair piece.
Developer shrugs and walks away knowing they aren't going to win the argument.
Two weeks later.
The timeline is still fixed.
The resources are still fixed.
The goal posts have moved around about eight times, the project is twice as big as it was and despite all this, you untrustworthy developer types are still late....
So the only two ways to be a good CIO/ PM/ Manager
Are to know and accept this, may be even, he whispers, plan for it...
Or you can just blame the devs...
"The understanding of what is needed in terms of objectives, outcomes, and services is what is required..."
Understanding what is needed will only get you so far. Knowing how to deliver it is something entirely different. It's your ability to communicate your vision, to convert it into actionable items, to ensure the people implementing it have the skillset to do so, to set realistic schedules etc etc that will determine how successful you are.
"The construct of a good coding team and a team Lead you can trust and have done work with in the past."
If your business plan is to hire brilliant people to do all the work for you because you don't know your field deeply enough to do it yourself... you're in trouble. Even if you were able to find someone who was brilliant, why would they want to work beneath someone that doesn't understand what they do, instead of doing the same thing themselves, for more money, and without the hassles of a boss? And as a side question: Even if there was such a perfect employee out there waiting to be hired - how do you expect to be able to hire for their coding and development-leadership skills if you haven't had experience in these areas yourself?
"...does a CIO understand the incremental detail at the coal face..."
I too don't think this analogy holds true. While a CIO doesn't need to know all of the implementation details of a project, they'd better understand the details that are crucial to the success of that project. If the CIO doesn't understand the details that are filtering up to them they are not going to be able to make good decisions.
Lastly, I do respect your views, even though I don't agree with these particular ones. You should show the same respect to Chip. Your first two sentences are very disrespectful in my opinion, which is unfair as Chip consistently provides well-thought-out and practical advice. -1 from me for this rudeness.
Understanding what is needed will only get you so far. Knowing how to deliver it is something entirely different. It's your ability to communicate your vision, to convert it into actionable items, to ensure the people implementing it have the skillset to do so, to set realistic schedules etc etc that will determine how successful you are.
"The construct of a good coding team and a team Lead you can trust and have done work with in the past."
If your business plan is to hire brilliant people to do all the work for you because you don't know your field deeply enough to do it yourself... you're in trouble. Even if you were able to find someone who was brilliant, why would they want to work beneath someone that doesn't understand what they do, instead of doing the same thing themselves, for more money, and without the hassles of a boss? And as a side question: Even if there was such a perfect employee out there waiting to be hired - how do you expect to be able to hire for their coding and development-leadership skills if you haven't had experience in these areas yourself?
"...does a CIO understand the incremental detail at the coal face..."
I too don't think this analogy holds true. While a CIO doesn't need to know all of the implementation details of a project, they'd better understand the details that are crucial to the success of that project. If the CIO doesn't understand the details that are filtering up to them they are not going to be able to make good decisions.
Lastly, I do respect your views, even though I don't agree with these particular ones. You should show the same respect to Chip. Your first two sentences are very disrespectful in my opinion, which is unfair as Chip consistently provides well-thought-out and practical advice. -1 from me for this rudeness.
The main point of this article was to seek advice on how to 'start' an IT consulting practice, not carry on a successful one or certainly not to step into the shoes of a CIO.
While the fundamentals of a project are very similar from project to project and industry to industry, I wouldn't expect to be able to start a successful construction project management consulting business without understandinging how to frame up a home.
The same holds true for IT, it goes beyond being able to apply the smell test. IT managers must have a keen understanding of the development process in order to intuitively adjust expectations and build project plans.
The CIO and experienced IT project manager has the necessary checks in place and those trusted advisors identified - that's what comes with experience in the industry. The startup consultant does not - they don't have the resources at the beginning.
My $.02.
While the fundamentals of a project are very similar from project to project and industry to industry, I wouldn't expect to be able to start a successful construction project management consulting business without understandinging how to frame up a home.
The same holds true for IT, it goes beyond being able to apply the smell test. IT managers must have a keen understanding of the development process in order to intuitively adjust expectations and build project plans.
The CIO and experienced IT project manager has the necessary checks in place and those trusted advisors identified - that's what comes with experience in the industry. The startup consultant does not - they don't have the resources at the beginning.
My $.02.
There are, I think, three separate questions at issue here...
1. Is it possible and/or realistic for a non-coder to manage a development project?
2. Is it possible and/or realistic to make money offering (essentially) only business analysis and project management?
3. Is it possible and/or realistic to create a software consultancy that doesn't provide development expertise?
The answers, as I see them, are mostly positive, but with a hint of "realistic" caution.
1. It is emphatically possible and realistic for a non-coder to manage a software development project. It happens all the time in public and private sector organisations. In my 25-odd year IT experience, the larger and more complex the development project, the less likely it is to have a seasoned developer heading it up. Sometimes the project manager will be an ex-tech head, but he may not have programmed since RPG400 or CoBOL days, and indeed frequently, the project leader will not have a clue about current programming practices or languages. The value added to the work by the project manager is measured in planning, facilitation, liaison, unblocking, reporting, managing risk, managing stakeholders, etc. That is, all the things people think are easy, until they fail spectacularly when they try them for themselves.
2. Given that, then it must be possible to sell such services to other organisations. Here in the UK, we have a number of the usual suspects that sell such services (presumably quite profitably) without necessarily selling their development expertise. Names such as Accenture, CSC, CapGemini, PA Consulting and so forth come immediately to mind.
However, even when it is only the role of BA and PM that is sold to the customer by such companies, there is the reassurance that all of these organisations say they can field whatever software developer you require, to any level you want, providing you can pay the going rate.
[I put "say" quite specifically, because promises are one thing, and delivery quite another. A couple of years ago, an organisation that is funded by HM UK Government paid a preferred supplier to provide software experts for a national development project. As it turned out, they had to source these experts from another supplier at additional cost, since they didn't actually have the resources they said they did. ...But that's another story for another time...]
3. Since it sounds like you are talking about a small operation initially, while it may be possible to create a software consultancy that doesn't have a bunch of programming experts to fall back on, you may struggle. If potential clients are either looking for a one-stop shop, or want the reassurance of being able to get additional developer resource or actually hand over everything if necessary, then they will likely stay away from your fledgling consultancy.
1. Is it possible and/or realistic for a non-coder to manage a development project?
2. Is it possible and/or realistic to make money offering (essentially) only business analysis and project management?
3. Is it possible and/or realistic to create a software consultancy that doesn't provide development expertise?
The answers, as I see them, are mostly positive, but with a hint of "realistic" caution.
1. It is emphatically possible and realistic for a non-coder to manage a software development project. It happens all the time in public and private sector organisations. In my 25-odd year IT experience, the larger and more complex the development project, the less likely it is to have a seasoned developer heading it up. Sometimes the project manager will be an ex-tech head, but he may not have programmed since RPG400 or CoBOL days, and indeed frequently, the project leader will not have a clue about current programming practices or languages. The value added to the work by the project manager is measured in planning, facilitation, liaison, unblocking, reporting, managing risk, managing stakeholders, etc. That is, all the things people think are easy, until they fail spectacularly when they try them for themselves.
2. Given that, then it must be possible to sell such services to other organisations. Here in the UK, we have a number of the usual suspects that sell such services (presumably quite profitably) without necessarily selling their development expertise. Names such as Accenture, CSC, CapGemini, PA Consulting and so forth come immediately to mind.
However, even when it is only the role of BA and PM that is sold to the customer by such companies, there is the reassurance that all of these organisations say they can field whatever software developer you require, to any level you want, providing you can pay the going rate.
[I put "say" quite specifically, because promises are one thing, and delivery quite another. A couple of years ago, an organisation that is funded by HM UK Government paid a preferred supplier to provide software experts for a national development project. As it turned out, they had to source these experts from another supplier at additional cost, since they didn't actually have the resources they said they did. ...But that's another story for another time...]
3. Since it sounds like you are talking about a small operation initially, while it may be possible to create a software consultancy that doesn't have a bunch of programming experts to fall back on, you may struggle. If potential clients are either looking for a one-stop shop, or want the reassurance of being able to get additional developer resource or actually hand over everything if necessary, then they will likely stay away from your fledgling consultancy.
You have to consider that there is a project AND a product to be managed. I have worked on projects, alongside a product manager.
There is a lot to be said for separating the roles and assigning them to separate individuals.
There is a lot to be said for separating the roles and assigning them to separate individuals.
Finding good people to do the work you can't. How do you know they are good?
Given you are happy with that. Maybe you asked Chip to do it.
When Chip says this isn't going to work, are you going to trust him?
Are you going to walk back to the client and say this can't be done based on his say so.
Can you afford to do that?
Chip's a businessman, he isn't going to work at a loss without a good payoff, and he's going to have to trust you to believe that. Can you convince him?
He isn't going to work on your complete lemon of a project and give himself a bad rep. Can you despite the fact that its' lemon shaped, lemon coloured and tastes exactky like a lemon, convince him it's really a tomato?
So do you go somewhere else to get an answer you like more.
There are plenty about who will take you to the cleaners, and leave you responsible because you didn't know what you are doing.
They got paid, by you.
My advice, sell yourself to someone like Chip, until you learn the ropes. Think in partnership instead of in charge.
Given you are happy with that. Maybe you asked Chip to do it.
When Chip says this isn't going to work, are you going to trust him?
Are you going to walk back to the client and say this can't be done based on his say so.
Can you afford to do that?
Chip's a businessman, he isn't going to work at a loss without a good payoff, and he's going to have to trust you to believe that. Can you convince him?
He isn't going to work on your complete lemon of a project and give himself a bad rep. Can you despite the fact that its' lemon shaped, lemon coloured and tastes exactky like a lemon, convince him it's really a tomato?
So do you go somewhere else to get an answer you like more.
There are plenty about who will take you to the cleaners, and leave you responsible because you didn't know what you are doing.
They got paid, by you.
My advice, sell yourself to someone like Chip, until you learn the ropes. Think in partnership instead of in charge.
Some clueless fool called Hopkinson was sure a particular problem could be fixed by doing "this".
Then when this other burk called Tony, actually went and looked at the code, found Hopkinson's idea was a complete non-starter..
As it was I managed to successfully explain this fiasco to myself without losing too much credibility.
Then when this other burk called Tony, actually went and looked at the code, found Hopkinson's idea was a complete non-starter..
As it was I managed to successfully explain this fiasco to myself without losing too much credibility.
I have had my own PM Consulting business for 9 successful years. I have managed development projects with no coding background, BUT they were projects for existing clients who had already brought me on board for other types of projects where I did have expertise. The developers were employees of the client and I strictly handled PM functions on these projects. While PM and BA principles apply to any type of project, it is best to have some industry or project specific knowledge to get started, especially if you don't already have a client or 2 ready to start using your services.
The specific question was about "coding expertise," but the writer and Chip miss the bigger problem faced by anyone dreaming of starting a business on their own - very few of us are good at everything. I have seen more entrepreneurs fail due to a lack of sales skill rather than any missing technical ability. It's really easy to get complacent after picking up that first contract from a previous employer, but what happens after you've worked your butt off for six months and the project is over? How do you find that next client, and how do you scale the business (assuming that's a goal) if you have to alternate between sales mode and project mode?
Also, if you could magically acquire one "coding" skill what would it be? Mobile app development is very different from designing a data warehouse. Integrating multiple databases after a company merger, building a new e-commerce site, or implementing a CRM system all require very different skills. Being a plumber or roofer can be a great job, but it doesn't qualify you to be a general contractor.
It's hard to make specific recommendations without more info about Kavita's background or goals, but here are two suggestions. First, start by focusing on projects that don't require actual coding. I can provision and manage Linux servers today from a simple app on my iPad - no technical skill required. Content/document management systems like Wordpress or Alfresco, and cloud-based collaboration tools like Google Apps don't require any coding. Second, find some developers that prefer sitting at a computer to making sales calls - that should be easy. Check their references, review previous projects, and just talk to make sure your personalities are compatible. Find and keep in touch with several people like that before you have a project so that when you do land a new customer the resources are already available. Informal partnerships can work really well for everyone and might lead to more formal arrangements if the business grows.
Good luck.
Also, if you could magically acquire one "coding" skill what would it be? Mobile app development is very different from designing a data warehouse. Integrating multiple databases after a company merger, building a new e-commerce site, or implementing a CRM system all require very different skills. Being a plumber or roofer can be a great job, but it doesn't qualify you to be a general contractor.
It's hard to make specific recommendations without more info about Kavita's background or goals, but here are two suggestions. First, start by focusing on projects that don't require actual coding. I can provision and manage Linux servers today from a simple app on my iPad - no technical skill required. Content/document management systems like Wordpress or Alfresco, and cloud-based collaboration tools like Google Apps don't require any coding. Second, find some developers that prefer sitting at a computer to making sales calls - that should be easy. Check their references, review previous projects, and just talk to make sure your personalities are compatible. Find and keep in touch with several people like that before you have a project so that when you do land a new customer the resources are already available. Informal partnerships can work really well for everyone and might lead to more formal arrangements if the business grows.
Good luck.
but it's not a coding skill
I reckon the guy was asking from a higher level of abstraction than CRM, or even flash game.
However while I don't agree with your reasoning, your conclusions are spot on.
Starting a business and keeping a business are hard enough without saddling yourself with this sort of handicap on top of that.
I reckon the guy was asking from a higher level of abstraction than CRM, or even flash game.
However while I don't agree with your reasoning, your conclusions are spot on.
Starting a business and keeping a business are hard enough without saddling yourself with this sort of handicap on top of that.
In my mind, the specific skills aren't as important as understanding the factors that are common to all development projects -- the motivations of a coder, the things that lead to getting stuck and procrastinating, the problem-solving skills required. Those are the things you need to have experience in, even if it was with RPG or COBOL. With that, you can at least ask the right questions to help your developers move forward.
on the current project, you need to put it out there that you will be available for the next project. On a two year project I was brought in as the change manager, during the last six months of the project most of the team had already secured roles in the following project, in another company.
And I totally agree with you about coding skills and about finding people.
And I totally agree with you about coding skills and about finding people.
Exactly. How can someone with no coding background whatsoever even possibly predict timelines and constraints without understanding the fundamentals of programming, let alone understanding and having experience with specific programming languages. I myself code in PHP/jQuery/Javascript and report to someone who has a Java background. He may not have a background in PHP, but has an understanding of what programming involves.
And to make things better, because he has coded in a top tier 1 company, he understands what it means to code in bits and pieces and to break down a project into small chunks of software in order to build the bigger picture. And this is the basics to being a good Project Manager.
And to make things better, because he has coded in a top tier 1 company, he understands what it means to code in bits and pieces and to break down a project into small chunks of software in order to build the bigger picture. And this is the basics to being a good Project Manager.
With all the swats upside it you've been getting, your head must be getting sore.
Normally, I agree with you Chip or at most point out minor discrepancies or razz you about a minor point. But on this one I have to admit that you deserve a big swat upside the head. Or several dozen.
What in heaven's name were you thinking?
This person has stated that they are a BA and a Project Manager at this point. Obviously, the skills set they have is what is required to do the job -- they wouldn't be working otherwise. All that is being questioned is if they could make it as a consultant/contractor. The answer is an obvious yes ... qualified but nevertheless obvious. (Qualified because there are so many ways to destroy a consultancy).
What you (and others) are expressing is a typical technician's prejudice -- "if you aren't knowledgeable about my job then you obviously can't do yours". It's the same prejudice that asks for 5 years hands-on programming skills in a software that is only 2 years old from a VP. Not gonna happen, folks. Wrong person, wrong job, wrong skill.
A PM has and needs a set of skills that have nothing -- NOTHING -- to do with programming. A BA has and needs a set of skills that have little -- very, very little -- to do with programming. A programmer has skills that have very little to do with either PMs or BAs -- let me rephrase that, in 30 years of IS/IT I have never used my programming skills as a PM.
If you are building a large building you need an architect, an engineer, a contractor and tradespeople. Each fulfills a seperate role and each brings a different set of skills to the table. I would no more expect an architect to be able to run wire legally than I would expect a plumber to be able to design the building.
IT is no different. Each of the three (PM, BA, PA) has a role to play and each is needed. But they don't have to be the same person or type of person. In fact, I would be prepared to argue that they can't be ... the skills and thought processes need to be too radically different for one person to make the necessary leaps at the same time. A Programmer is a doer, a BA is a theorist and a PM is a manager -- and never the three shall meet.
I have been a successful PM in multiple industries including IS, IT, Marketing, Construction, and Organizational Development/Startups and whatever SME is required the required project management skillset has been the same. I've been a BA in multiple industries and no matter what the programming language, the skills required were the same. I've also been a programmer ... and I have never, ever used my programming skills for project management.
I have worked for good PMs and bad PMs. I've worked for good BAs and very bad BAs. And every time I've worked with a bad one it has been a case of a programmer (or operator or accountant) being dumped in the job and not realizing that their skills weren't appropriate to the new job.
As for the constraints and timelines ... got news for you Leod1961 .... there's a reason that the PM asks for estimates from the programmer and then doubles or triples it. What you think is a constraint is just part of YOUR job for me. Project constraints are far more dangerous to the success of the project. To put it into your point of view, the PM is worried about constraints that affect you having a job not whether a report can fit in 132 columns or has to be split up.
(BTW ... there are a large number of BA/PMs who have very successful consultancies often as true consultants rather than as contractors. Programmers as true consultants are few and far between.)
Normally, I agree with you Chip or at most point out minor discrepancies or razz you about a minor point. But on this one I have to admit that you deserve a big swat upside the head. Or several dozen.
What in heaven's name were you thinking?
This person has stated that they are a BA and a Project Manager at this point. Obviously, the skills set they have is what is required to do the job -- they wouldn't be working otherwise. All that is being questioned is if they could make it as a consultant/contractor. The answer is an obvious yes ... qualified but nevertheless obvious. (Qualified because there are so many ways to destroy a consultancy).
What you (and others) are expressing is a typical technician's prejudice -- "if you aren't knowledgeable about my job then you obviously can't do yours". It's the same prejudice that asks for 5 years hands-on programming skills in a software that is only 2 years old from a VP. Not gonna happen, folks. Wrong person, wrong job, wrong skill.
A PM has and needs a set of skills that have nothing -- NOTHING -- to do with programming. A BA has and needs a set of skills that have little -- very, very little -- to do with programming. A programmer has skills that have very little to do with either PMs or BAs -- let me rephrase that, in 30 years of IS/IT I have never used my programming skills as a PM.
If you are building a large building you need an architect, an engineer, a contractor and tradespeople. Each fulfills a seperate role and each brings a different set of skills to the table. I would no more expect an architect to be able to run wire legally than I would expect a plumber to be able to design the building.
IT is no different. Each of the three (PM, BA, PA) has a role to play and each is needed. But they don't have to be the same person or type of person. In fact, I would be prepared to argue that they can't be ... the skills and thought processes need to be too radically different for one person to make the necessary leaps at the same time. A Programmer is a doer, a BA is a theorist and a PM is a manager -- and never the three shall meet.
I have been a successful PM in multiple industries including IS, IT, Marketing, Construction, and Organizational Development/Startups and whatever SME is required the required project management skillset has been the same. I've been a BA in multiple industries and no matter what the programming language, the skills required were the same. I've also been a programmer ... and I have never, ever used my programming skills for project management.
I have worked for good PMs and bad PMs. I've worked for good BAs and very bad BAs. And every time I've worked with a bad one it has been a case of a programmer (or operator or accountant) being dumped in the job and not realizing that their skills weren't appropriate to the new job.
As for the constraints and timelines ... got news for you Leod1961 .... there's a reason that the PM asks for estimates from the programmer and then doubles or triples it. What you think is a constraint is just part of YOUR job for me. Project constraints are far more dangerous to the success of the project. To put it into your point of view, the PM is worried about constraints that affect you having a job not whether a report can fit in 132 columns or has to be split up.
(BTW ... there are a large number of BA/PMs who have very successful consultancies often as true consultants rather than as contractors. Programmers as true consultants are few and far between.)
Given your point of view and claimed experience I'm betting you do know the critical thing a PM has to know about programming.
It's that, that small change in the understanding of the requirements, or minor revision of the scope, just threw everything your coder boys have done up to press, into the bin.
You could have put that point forward, instead you go all defensive and lash out at Chip.
Why is that exactly?
Oh and stop tripling Mcleod's estimates, he already did that...
It's that, that small change in the understanding of the requirements, or minor revision of the scope, just threw everything your coder boys have done up to press, into the bin.
You could have put that point forward, instead you go all defensive and lash out at Chip.
Why is that exactly?
Oh and stop tripling Mcleod's estimates, he already did that...
Yep. I like the analogy one of my first University lecturers used... "That small change you've just requested is the equivalent of asking a construction crew to 'just add a few more storeys' to their skyscraper months from completion. All of a sudden your elevators don't go to the top any more, we suddenly need an extra storey of underground parking, all the footings aren't deep enough to keep the building steady in the wind..."
Because all these swipes haven't touched it yet. I respectfully disagree, based on my own experience. A project manager may think they're successfully managing developers, but if they have no coding experience then they really don't know that for sure.
'What you (and others) are expressing is a typical technician's prejudice -- "if you aren't knowledgeable about my job then you obviously can't do yours".'
It's more like "if you aren't knowledgeable about my job then how on Earth are you going to make good decisions about it and provide guidance when it's needed".
I can only imagine that you've worked on some very big projects, given your talk of splitting roles and your lack of respect for the need to understand the project you're meant to be managing. Without a doubt there are many things that are common to managing all projects and these will be the same whether it's a construction project, software development project or attempting to rid the world of AIDS.
I can imagine that if you work on big enough projects then you won't need to have a lot of domain-specific knowledge - it can be a full-time job working on the really big picture ideas, and you have other people who handle the true management and implementation work. Let's bring this back into perspective though - we are talking about someone starting out on their own trying to get their first project management gig. Is it likely a fortune 500 company is going to be giving her a call asking her to manage their next big project? Of course not. The jobs she might be considered for will be smaller gigs where the company wants a single point of contact that will be responsible for overseeing the whole project. This means she will have to make a lot of lower-level decisions based on experience and understanding.
It's more like "if you aren't knowledgeable about my job then how on Earth are you going to make good decisions about it and provide guidance when it's needed".
I can only imagine that you've worked on some very big projects, given your talk of splitting roles and your lack of respect for the need to understand the project you're meant to be managing. Without a doubt there are many things that are common to managing all projects and these will be the same whether it's a construction project, software development project or attempting to rid the world of AIDS.
I can imagine that if you work on big enough projects then you won't need to have a lot of domain-specific knowledge - it can be a full-time job working on the really big picture ideas, and you have other people who handle the true management and implementation work. Let's bring this back into perspective though - we are talking about someone starting out on their own trying to get their first project management gig. Is it likely a fortune 500 company is going to be giving her a call asking her to manage their next big project? Of course not. The jobs she might be considered for will be smaller gigs where the company wants a single point of contact that will be responsible for overseeing the whole project. This means she will have to make a lot of lower-level decisions based on experience and understanding.
How deeply involved the PM needs to be in the project makes a huge difference in the amount of domain experience required. In a very large project, s/he can rely on technical leads who function as mini-PMs for their area of responsibility. Even so, I think some technical background will be a huge asset for reconciling all the stories you get from each of the people reporting to you.
Agreed. But no matter how big the project and how many other technical people you have around you at some point you must be able to make good decisions, and you can only do that if you understand the information that is filtering up to you.
The role of a manager is to remove hurdles that are stopping the people below them from getting stuff done. If you aren't actually making decisions, or (worse) if you are making decisions without a good understanding of their consequences then you are not removing obstacles; you're being one.
The role of a manager is to remove hurdles that are stopping the people below them from getting stuff done. If you aren't actually making decisions, or (worse) if you are making decisions without a good understanding of their consequences then you are not removing obstacles; you're being one.
I have worked as a PM in technology for many years and with many developers (coders.) Having done so, I've learned a lot from them, but never actually coded myself. I think project management and development are two completely different roles. I don't think growing up in the ranks of one roles does not make you better suited for the other.
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