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9

Project management is a profession; it represents a career path and a body of knowledge while still allowing for specialization. This is no different than a doctor specializing in geriatrics or pediatrics. A project manager is a functional role within a project team that should ideally be filled by a project management professional. Other roles within a ...


6

This is a great question! It inspired me to take action and do some research of my own. I interviewed one of my techie colleagues, and I wrote this blog post titled Monday’s interview – Tech Talk with Ciprian. I asked some more questions related to the same issue: "how much tech is too much tech in PM" :). I hope this helps! Here's a snippet from ...


5

Yes and no. The controls you put into place are the same no matter the size. A project is a project. However, when you are dealing with more money, you are dealing with more risk, so the rigor and formality will increase. This means your documentation becomes more formal, your processes more explicit and monitored, your inspections formally scheduled.


5

Fascinating question and an excellent interview question. (Technically a poor fit for PM:SE because there is no authoritative answer - which is what makes it a great interview question). That said, I think it is fascinating. I think you covered the most important element - which is to avoid acting as a developer. So what does the manager do that the ...


4

What are common trainings for those soft skills? in my case it was a book ("Getting things done" by David Allen). Imho, following GTD methodology a great way to become organized and result-oriented Defining projects, breaking them into actionable items and assigning contexts really helps to achieve desired results


4

From my experience, I would say the problem here is "leadership". I am just taking couple of points from your statement. Team not successful in convincing clients when requirement creeps Team do not give importance to communication skills and they believe it is not a part of their job These are things that should be driven by a strong leader. The leader ...


4

An interesting question and the right kind for anyone who wants to build their career to be asking. Every answer you receive will involve some (or many) generalizations. For context, I will keep the discussion to custom software development projects that are an order of magnitude above what you are doing now. Project Characteristics The characteristics of ...


4

TL; DR Big-budget projects aren't about pinching Lincoln until he screams; they're about deliverable high-stakes business value. The frameworks, and most of the controls, will remain the same. It's your perspective that needs to change most. Impact of Budget on Frameworks From a framework standpoint, the project's budget has nothing to do directly with ...


4

...has produced great results so far. Sounds promising! I can think of several approaches to managing skills improvement / professional development in the context of scrum: Arguably, professional development could be considered "all part of the day's work" which is supposed to go on during a sprint. If you're figuring sprint capacity supposing that, say, ...


3

This is a very broad question and right on the verge of being off-topic as both too broad and an opinion poll. Having said that, I've been in this position and it is daunting. The only advice I would give you is this- Do. Nothing. The worst thing you can do as a new manager of an incumbent team is wade in on an obvious witch hunt making snap decisions and ...


3

One - estimation - project managers with IT background have good experience and are better at estimation of IT project-simple. If my PM is not from IT I could get away with saying I need 5 days to do a simple java program that does I/O which is fulla-crap. Now it's true you need to know only when managing people and not during an interview, but what if you ...


2

The requirements for a project manager always go out from a project profile. Check DPCI for instance. You can use risk profiles as well. More technical experience: Small - you just won't have enough administrative tasks to do, so you better write code with others. You can always back your guys in case sick leaves. And sometimes it's just simpler to fix ...


2

While I have seen projects completed successfully with non-technical PMs, I've also seen a lot of disasters. (That's one of the pushes I had to move from programming to PM.) One point I have not seen mentioned in the other answers, is the Big Picture aspect of the project. While we hope we have people we can rely on to give us accurate information (or best-...


2

The project manager should have a good understanding of the technologies involved in the project. Not that they can code, but understand how the pieces fit together from a high level. Leadership and communication are more important qualities. Depending on the process, there may be procedures built in that help verify task estimates. For example, agile’s ...


2

I will assume in my answer that you are primarily concerned with communications between the Vendor (you) and a foreign Customer and not your internal communications. In the short term you can identify the team members that can best communicate with your customers. This is both in terms of English language skills and also whatever technical skills they need ...


2

Few things like this you can try: Arrange an English course training to team to improve to next level. Influence management to get this training conducted and show your plan of improvement etc.. Use translators before sending emails, i.e they can type first in English, team can also type in their first language and use translators and get the English ...


2

I am taking a different perspective from Marv and dash here. I would initially challenge your assessment of your team. First, your statement that the interview process had issues suggests a lack of understanding in predictive validity of the selection process. Second, it seems you may not understand the concept of of the performance distribution. This ...


2

As always, @DavidEspina's answer is excellent. On the other hand, since this problem presented itself in my environment this morning, I thought I'd share. I keep a Risk Breakdown Structure, which tracks risks at a fairly granular level - we use a different structure, but effectively I track at the L2 of the WBS (L1 is the end deliverable, L2 is the work ...


2

As you put Scrum tag I will answer from the Scrum point of view. The team should spend as much time for learning as they think it is necessary to produce product increment every sprint according to the definition of done. As long as Product Owner (PO) is happy with team progress I cannot see any reason to influence the team's training time. If the PO would ...


2

Each environment or organization requires its own unique set of skills. Hence, some kind of generic are: 1) To be able to build SDLC from scratch (at least its initial version); 2) To be able to facilitate such ceremonies as work decomposition and planning; 3) To be able to track the process around the project; 4) To be an open person for all the parties ...


2

These days there are a lot of confusion on the role of a Project Manager in the software development arena based on the adoption of Agile methods like Scrum. Companies and recruiters are mistakenly inclined to think that a Scrum Master (yes, the one that did 2 days course and passed an open book test) can instantly replace a Project Manager, and that’s why ...


1

I see a developers' manager's responsibilities, in broad strokes, to be three things: To create/bring together the culture/team To remove impediments to the team's work To get out of the way. Additionally, I see three possible situations: The developer in question is a senior/knows what s/he's doing The developer in question is a junior/doesn't know what ...


1

I see you've posted a number of questions in the past few days, so I'm going to make some assumptions that they're related - I hope that's accurate. It sounds like you have a number of Agile teams (Scrum in particular) that you've inherited and perhaps there's the general impression that they are under-performing. I can definitely sympathize with your ...


1

On projects that I have overseen, I have not had perfect success in delivering my vision of how a risk log should look at the project level, in that it should contain the highest six or seven threats facing the project and that lower level logs can and should be used by the various teams. The project level log quickly grows into a highly controlled ...


1

First up, the fact that you are here, asking this question, is already a large step in the right direction. Few things kill morale more than workers feeling that management does not care about their problems. The fact that you have a mindset geared towards improvement is very important. Now, I agreed with everything Ewan said, up until the suggestion to ...


1

Kanban offers a great way to handle continuous improvement. You just need to introduce slack in the system. A developer can pick up work from the continuous improvement board whenever they're blocked.


1

I agree with Marv. Listen, diagnose and eventually carefully medicate with a treatment plan. I've been in this situation and build up a skills matrix which was split into available skills and required skills (based on current and expected future projects). We then gradually built a training and peer mentoring plan. For skills we were entirely lacking, we ...


1

Theory vs. Practice in Agile Communications Agile practices generally favor direct interpersonal interactions. However, the problem you're describing is one where direct interactions with a client, customer, or other team may be counter-productive. If that's the case, what you're really trying to do is manage the customer interface. There are a few ways to ...


1

The key is that you need to tailor the project management methodology used based on the business value, complexity and criticality of your project. Typically a higher dollar value translates into a more complex and critical project for you business. In such a case you will want to exert more control over the project, for example through more detailed (and ...


1

Here are two online courses on Managing Web projects you might find helpful: eclasses.org: "Web Project Management" for anyone managing on Web or digital projects. WebProfessionals.org: "Web Project Management Essentials geared more to the small designer/agency.


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