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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 ...


6

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

...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, ...


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 ...


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 ...


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

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 ...


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 ...


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 ...


1

What Technical skills is "A Must" for PM to be successful [...] in Software Development? Obviously you need to be able to handle office software. Like an email client, a word processor, something to make plans and tables. Whatever it may be. And you will need to be able to switch between vendors, because there is no such things as a "...


1

Excellent Communication skills as PM spend about 80% of his time in communication between team, management, client and stakeholders, the technical skills comes Second but what is most important of it knowleadge of tools and software background.


1

People who climb in business are those that make money for that business, which means they can sell. That means salesability, serviceability, politics, perseverance, adaptibility become key skills. This is true for every business that sells something. And these skills need to be present far earlier than maybe one might expect. People who can sell with or ...


1

No definite "musts" but an understanding of developer toolchains, software stacks and techniques like CI, source control and virtualization would be an advantage. Also, knowing how to get the best out of project management tools like Jira.


1

I believe that as a manager you should not provide the answer but the route to the answer. Ask questions to give the developer a path to choose from, just as you've done. As a SCRUM Master I try to let people grow by just asking questions and let the developers find a path to follow. It is a bit hard to provide a concrete example but something like this: ...


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.


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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

It's crucial that you become acquainted with the world of programming. I have seen scheduling disasters happen because PM's couldn't tell the difference between compiling, coding and debugging. The worst case was when the PM believed the programmers that rewriting the core would take a few days. They assumed it was like changing the color scheme on the GUI....


1

To me, the Project Manager should be technically good in terms of applications. If otherwise, the team can easily make him/her stupid in terms of estimation & many. It is not the only factor but one of the major factors to be a good Project Manager. What happens in business, if the guy running in, doesn't have much technical knowledge of the same, ...


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