That won't work unless the lead IT guy is willing to take on the traditional PM roles to manage the other aspects of project.
It is a rare project (outside of the tiny, IT-centric ones) where there is only a single technical team involved. When you are putting together a new ERP, financial system, CRM or even Information Security Management tool, all of which include storage, networking, systems, some custom development, and possibly some business analysis, from which team will you pick this *lead* technology person? And will it actually make sense to have that person overseeing the work and deliverables of all the other technology people? Your perspective seems to be centered on the size and scope of the projects you have experiences, and from which you do not wish to be otherwise illuminated... * * *ASB* *http://about.me/Andrew.S.Baker* *Harnessing the Advantages of Technology for the SMB market… * On Mon, Aug 1, 2011 at 10:40 PM, Tigran K <tigr...@gmail.com> wrote: > Just to reiterate. I'm not suggesting removing PM from the equation all > together. I'm just saying give the tech lead guy a more overseer role than > the PM. > > On Mon, Aug 1, 2011 at 5:00 PM, Ken Schaefer <k...@adopenstatic.com> wrote: > >> In small projects, the PM can be a bit superfluous. As budgets tend to >> be small, scope is limited etc, a senior tech could run the project.**** >> >> ** ** >> >> On large projects, scope, budgets, scheduling, deliverable management, >> document control etc. all need to be handled. Not to mention endless amounts >> of dashboard reporting. Tech guys like to work on technology. However that >> doesn’t get requirements/scope documentation done. It doesn’t get business >> cases written. Tech guys generally don’t like producing Gantt charts etc. >> **** >> >> ** ** >> >> As someone mentioned previously, most PMs are useless. They think that a >> PM can manage any type of project, which I disagree with. Personally I feel >> that many PMs couldn’t make it in a more technical career, so they just fell >> into PM land. But, I likewise feel that many techs are underwhelming too >> J**** >> >> ** ** >> >> Lastly, if no one reads the minutes, then something’s wrong. On large >> projects, you should always be reading the minutes of each meeting, >> especially if you are a senior tech.**** >> >> ** ** >> >> Cheers**** >> >> Ken**** >> >> ** ** >> >> *From:* Tigran K [mailto:tigr...@gmail.com] >> *Sent:* Tuesday, 2 August 2011 9:51 AM >> >> *To:* NT System Admin Issues >> *Subject:* Re: PMI PMP Certification**** >> >> ** ** >> >> Easy**** >> >> 1 Lead Dev**** >> >> ** ** >> >> --T**** >> >> On Mon, Aug 1, 2011 at 4:46 PM, Gary Slinger <gary.slin...@gmail.com> >> wrote:**** >> >> I'm going to go and get some popcorn... >> >> How do you think that will play out when it's one PM, five concurrent dev >> teams, a QA team and production implementation and operations folks? >> >> (And that's before I take 'PM' out of the 'just for IT' space). **** >> ------------------------------ >> >> *From: *Tigran K <tigr...@gmail.com> **** >> >> *Date: *Mon, 1 Aug 2011 16:44:24 -0700**** >> >> *To: *NT System Admin Issues<ntsysadmin@lyris.sunbelt-software.com>**** >> >> *ReplyTo: *"NT System Admin Issues" < >> ntsysadmin@lyris.sunbelt-software.com>**** >> >> *Subject: *Re: PMI PMP Certification**** >> >> ** ** >> >> I agree my sample size is not sufficient that's why I'm asking what does a >> project manager do?**** >> >> ** ** >> >> Here's an example. Project is running late and the CIO comes in the room >> and says get this thing done. He's not talking to the project manager >> because no matter what the project manager does if he's not skilled in the >> particular software he can't get it done. So really the guy getting the job >> done is the skilled worker. The one that has the technical knowledge.**** >> >> ** ** >> >> I'm suggesting the system is broken. In current business environment it >> appears as the technical person is working for the project manager. I'm >> saying it should be the other way around. The project manager should be >> working for the technical guy.**** >> >> ** ** >> >> --Tigran**** >> >> On Mon, Aug 1, 2011 at 2:36 PM, Andrew S. Baker <asbz...@gmail.com> >> wrote:**** >> >> True, but my real point was that just because you may appear to be >> surrounded by lots of ineffective *<insert job specification here>*, it >> doesn't mean that your sample size was sufficient to judge the validity of >> the entire discipline.**** >> >> ** ** >> >> To be honest, I've even managed to meet a few good lawyers. >> >> (For the record, I'm aware of more lousy or ineffective IT professionals >> than stellar ones...) >> >> **** >> >> ** ** >> >> *ASB***** >> >> *http://about.me/Andrew.S.Baker***** >> >> *Harnessing the Advantages of Technology for the SMB market…***** >> >> >> >> **** >> >> On Mon, Aug 1, 2011 at 4:32 PM, John Cook <john.c...@pfsf.org> wrote:**** >> >> Isn’t that kind of like saying “you need smarter users”? If only I >> could pick and choose……..**** >> >> **** >> >> *John W. Cook***** >> >> *System Administrator***** >> >> *Partnership For Strong Families***** >> >> *5950 NW 1st Place***** >> >> *Gainesville, Fl 32607***** >> >> *Office (352) 244-1610***** >> >> *Cell (352) 215-6944***** >> >> *MCSE, MCP+I, MCTS, CompTIA A+, N+, VSP4, VTSP4***** >> >> **** >> >> *From:* Andrew S. Baker [mailto:asbz...@gmail.com] **** >> >> *Sent:* Monday, August 01, 2011 4:18 PM**** >> >> >> *To:* NT System Admin Issues >> *Subject:* Re: PMI PMP Certification**** >> >> **** >> >> You need to be working with better project and program managers. >> **** >> >> *ASB***** >> >> *http://about.me/Andrew.S.Baker***** >> >> *Harnessing the Advantages of Technology for the SMB market…***** >> >> ** ** >> >> On Mon, Aug 1, 2011 at 4:04 PM, Tigran K <tigr...@gmail.com> wrote:**** >> >> The only thing I see project managers do is schedule meetings, take notes >> that nobody will see and get in the way of good technical discussions.*** >> * >> >> **** >> >> Can somebody tell me why they need a cert program to use outlook? >> >> --Tigran**** >> >> >> On Aug 1, 2011, at 12:52 PM, Jacob <ja...@excaliburfilms.com> wrote:**** >> >> Know the input and outputs for each process and the 30ish formulas. The >> exam is not easy.**** >> >> **** >> >> If you have not applied for the test, you better get on it. If you are >> lucky to get audited, I do not think you will be able to get it in by the 31 >> st. You also have to document 4500 hours of project management >> experience.**** >> >> **** >> >> http://www.rmcproject.com/about/pmp-examination-changes.aspx**** >> >> **** >> >> Also, get Rita’s study guides. Worth it. >> http://www.rmcproject.com/index.aspx**** >> >> **** >> >> Jacob**** >> >> **** >> >> **** >> >> *From:* John Hornbuckle [mailto:john.hornbuc...@taylor.k12.fl.us] >> *Sent:* Monday, August 01, 2011 11:14 AM >> *To:* NT System Admin Issues >> *Subject:* OT: PMI PMP Certification**** >> >> **** >> >> I was wondering if there were any certified PMPs out there that could give >> me pointers on the exam.**** >> >> **** >> >> I had planned on taking it in around two months, but I just caught wind of >> the fact PMI is changing it on August 31. So now I’m cramming to see if I >> can get it done before the change.**** >> >> **** >> >> I took two project management courses in grad school pretty recently, and >> am currently reading a couple of PMP study guides.**** >> >> **** >> >> **** >> >> John Hornbuckle**** >> >> MIS Department**** >> >> Taylor County School District**** >> >> www.taylor.k12.fl.us**** >> >> **** >> >> >> ~ Finally, powerful endpoint security that ISN'T a resource hog! ~ ~ <http://www.sunbeltsoftware.com/Business/VIPRE-Enterprise/> ~ --- To manage subscriptions click here: http://lyris.sunbelt-software.com/read/my_forums/ or send an email to listmana...@lyris.sunbeltsoftware.com with the body: unsubscribe ntsysadmin
