Comments on: Project Managers get no respect! http://svprojectmanagement.com/project-managers-get-no-respect Project management wisdom from practictioners and the UCSC Extension in Silicon Valley Tue, 16 Mar 2010 03:47:39 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: sbanerjee http://svprojectmanagement.com/project-managers-get-no-respect/comment-page-1#comment-1275 sbanerjee Fri, 19 Sep 2008 01:29:29 +0000 http://svprojectmanagement.com/2008/09/12/project-managers-get-no-respect/#comment-1275 Well, I don't think product managers or software engineers move directly to Executive management positions unless they have line management jobs. In the PMO office the EVP got to an executive management position through project management. Well, I don’t think product managers or software engineers move directly to Executive management positions unless they have line management jobs. In the PMO office the EVP got to an executive management position through project management.

]]> By: tharpo http://svprojectmanagement.com/project-managers-get-no-respect/comment-page-1#comment-1274 tharpo Mon, 15 Sep 2008 20:55:18 +0000 http://svprojectmanagement.com/2008/09/12/project-managers-get-no-respect/#comment-1274 Interesting comments! One physical manifestation of how highly regarded a project manager is -- how likely are they to be promoted out of the job? I have seen a lot of frustration from PM's who love their jobs, but who would like to move on to bigger and better. But I don't personally know any executives who moved up from project management -- most are told they need line management jobs in order to be promoted. Interesting comments! One physical manifestation of how highly regarded a project manager is — how likely are they to be promoted out of the job? I have seen a lot of frustration from PM’s who love their jobs, but who would like to move on to bigger and better. But I don’t personally know any executives who moved up from project management — most are told they need line management jobs in order to be promoted.

]]> By: sbanerjee http://svprojectmanagement.com/project-managers-get-no-respect/comment-page-1#comment-1273 sbanerjee Mon, 15 Sep 2008 04:12:24 +0000 http://svprojectmanagement.com/2008/09/12/project-managers-get-no-respect/#comment-1273 I think "Good" project managers are critical to the success of any company. However, companies frequently hire "time keepers" for this role, with a PMI certification (I am not sure what this certification does for the individual). Typically many of these individuals do not have in-depth understanding of the project they are managing. When creating an online web product, the project manager needs to understand, how the different pieces fit together; product management, UE, UI, Design, software architecture, software development, QA, Ops etc. and have enough understanding of each area to facilitate progress when things are not moving in the right direction. Often many of these project managers actually end up wasting valuable time of the rather busy stressed out individual contributors by not offering or facilitating solutions and instead demanding task completion. I ran a group of high revenue generating channels for a Fortune 100 company and Monday mornings was my project meeting with all the project managers. I think I completely frustrated the PMO office by frequently asking change of some projects managers assigned to my projects. Fortunately, my channels were making money for the company so they always obliged. The project managers who I replaced were the ones who did not have a good grasp of the project and understanding of how the wheels worked in each area and were not adding any value. The good ones were great and I loved and respected them. It is very important for a project manager to understand the workings of the project in depth, not only in relation to the business and the over-all goal but also as to how each functional component contributes to this success. It is often this lack of understanding of the details of the project that contributes to "lack of respect" GOOD project managers are very valuable and ALWAYS get respect. It is the incompetent ones who don't. It is the duty of the PMO office to ensure that the project manager put on a project get enough education (not just PMO methodology and theories) about the workings of the project before being assigned to it. I always made sure good project managers are put on my projects and believe me I have always greatly respected and valued them. Without them I couldn't have accomplished much. I think “Good” project managers are critical to the success of any company. However, companies frequently hire “time keepers” for this role, with a PMI certification (I am not sure what this certification does for the individual). Typically many of these individuals do not have in-depth understanding of the project they are managing. When creating an online web product, the project manager needs to understand, how the different pieces fit together; product management, UE, UI, Design, software architecture, software development, QA, Ops etc. and have enough understanding of each area to facilitate progress when things are not moving in the right direction. Often many of these project managers actually end up wasting valuable time of the rather busy stressed out individual contributors by not offering or facilitating solutions and instead demanding task completion.

I ran a group of high revenue generating channels for a Fortune 100 company and Monday mornings was my project meeting with all the project managers. I think I completely frustrated the PMO office by frequently asking change of some projects managers assigned to my projects. Fortunately, my channels were making money for the company so they always obliged. The project managers who I replaced were the ones who did not have a good grasp of the project and understanding of how the wheels worked in each area and were not adding any value. The good ones were great and I loved and respected them.

It is very important for a project manager to understand the workings of the project in depth, not only in relation to the business and the over-all goal but also as to how each functional component contributes to this success. It is often this lack of understanding of the details of the project that contributes to “lack of respect”

GOOD project managers are very valuable and ALWAYS get respect. It is the incompetent ones who don’t. It is the duty of the PMO office to ensure that the project manager put on a project get enough education (not just PMO methodology and theories) about the workings of the project before being assigned to it.

I always made sure good project managers are put on my projects and believe me I have always greatly respected and valued them. Without them I couldn’t have accomplished much.

]]> By: Dave Garrett http://svprojectmanagement.com/project-managers-get-no-respect/comment-page-1#comment-1269 Dave Garrett Sat, 13 Sep 2008 23:28:19 +0000 http://svprojectmanagement.com/2008/09/12/project-managers-get-no-respect/#comment-1269 So let's start a list of ways that a PM can give people that "big picture guy/gal" impression. Many times even those managing a portfolio or PMO don't take the time to tie projects to strategic goals at all. If they do, its almost never done with enough detail to make the result feel tangible. So one way that PMs could redefine themselves would be to think through and document specific ties to strategic goals - including success measures that make it clear that they're not just working their way through a list someone handed them. Answer the question, "What if my project wasn't being delivered - how would that impact the business?" If the answer is that there is no impact, think about a career move. If the impact is clear, you're the only one of your peers with these ties defined AND you are successful - suddenly you're the smartest guy in the office! So let’s start a list of ways that a PM can give people that “big picture guy/gal” impression.

Many times even those managing a portfolio or PMO don’t take the time to tie projects to strategic goals at all. If they do, its almost never done with enough detail to make the result feel tangible. So one way that PMs could redefine themselves would be to think through and document specific ties to strategic goals – including success measures that make it clear that they’re not just working their way through a list someone handed them. Answer the question, “What if my project wasn’t being delivered – how would that impact the business?” If the answer is that there is no impact, think about a career move. If the impact is clear, you’re the only one of your peers with these ties defined AND you are successful – suddenly you’re the smartest guy in the office!

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