IT Project Management in the Real World
// March 9th, 2010 // No Comments » // Blogroll, Technical Know-It-All
It is just one of those things in the IT world that is “ultra subjective”. The debate here is simply whether a PM managing an IT project be technically sound (with a technical background) or should the PM be a true blue (by the book) type PM.
I have worked with many Project Managers in my time, and I must say it is probably not one of those jobs that I envy too much. To give credit to the PM’s out there, it is one helluva difficult job. Having said that, difficult doesn’t mean that PM’s have the excuse to slack off. To be honest, being a technical consultant is not easy too and it also doesn’t mean we can just simply rock up on site and start configuring stuff and just walk away saying, “sorry I just broke your system” right.

Here are 3 little tips to what a perfect IT Project Manager should have (or at least according to my definition).
1. I personally feel while there are good PM’s out there that doesn’t have the most in-depth technical knowledge, it should be a pre-requisite that IT Project Managers have had experience in the technical side of things before. Technical PM’s will have a better understanding of the challenges the technical folks face. As much as the PM needs to know the business objectives of the project, what many PM’s fail to understand is that technical staff have technical objectives as well. The requirement will come as such, “we need to get this done in 2 weeks time. period!”. It sounds like a lot of time 14 days, but non-technical PM’s don’t know is that sometimes problems crop up, and resolution time may or may not be as planned. For example, if you come upon an unknown bug that you have never seen before, its really a trial and error attempt until you fix it. So it could be 1 hour, 2 hours or maybe even 48 hours. Who knows! So, always always check with the technical folks the exact amount of effort needed to complete a job plus 10-15% of risk time.
2. Technical staff do not want to be caught in the politics. “we need to work on this because we need to protect this account and etc”, “we need to not say ‘this’ because it will cause ‘this’”. I can’t remember the amount of times I have had gone through this. As much as this is unavoidable, if possible, try to leave your technical folks out of the whole political landscape. Manage it from the project management side and have yourself as the single point of contact. This ties back to Point 1, because in order to be the single point of contact, the PM will be somewhat tech savvy. Technical folks are good at handling the 1’s and 0’s but may not always have the bandwidth/ability to juggle politics. For us, the machine will either work or don’t work. It will never have a hidden agenda.
3. Technical staff do not like to lie (not technically at least). Many a time, I have seen PM’s make technical consultants commit to timelines and objectives for their own personal agenda, or even worst commit it on their behalf. There is a fine line between optimism and lying. Technical folks generally don’t like lying because their reputation relies on their ability to call it as it is. This is somewhat different from traditional sales folks, where customers know you are there to make a sale. So as a PM, if it is bad news, work your magic and convey the message gracefully, do not butter and sugar coat it and get the techies in trouble.
I am probably underestimating the role and difficulties of a PM and might not completely know what it takes to be the best PM, but one thing I know for sure are traits that will make a bad PM. So hopefully, those aspiring to a PM can take some notes from this.










