Whore of Fame
From the PMO Bytes Blog
by Wai Mun Koo
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Warning: The following content may sound crude and rude and contains offensive words that are not for the faint of heart. Do accept my apology if you feel offended.
In the early days of my career, I once heard an elder colleague of mine jokingly lamenting about his bleak future of being a developer. This was what he said,
“Developers are like whores. The older you get the less market value you have. In order to get out of this lowest rung in the industry, you need to study the pimp book (PMBOK) by hard and get yourself certified as a pimp (PMP) so that you can, in turn, manage the whores.”
Laugh as you may, but this was the common mindset that the majority of developers had back in the early 2000s. It might not be the same in other parts of the world, but at least in the place where I belong, this was the case. I am not sure what could be the real reason, but the post Y2K impact, dot-com bubble burst and strong outsourcing and offshoring of IT jobs to India during that period could have contributed and propelled the manifestation of such sentiment in developers in those days.
Whatever reason it might be, it was disheartening and discouraging for a young and aspiring developer like me at the moment when my career was just taking off. It got me wondering – Is project management the inevitable path and springboard for developers to move up the career ladder? If not, what are the alternate paths available for developers? Actually, there are quite a number of alternate roles like chief architect, IT manager, business solution manager and consultant etc. that developers may work towards. In fact, the options are plenty. The important point is not so much on what are available out there, but what you have in you that make a difference. Aristotle once said – “We are what we repeatedly do. Excellence, then, is not an act, but a habit”. As an individual, we have to keep challenging ourselves on what we can contribute and what impact we can make, which in turn justifies our value to the organization. In fact, in his top-selling book “The World Is Flat” (published around the same period), Thomas Friedman actually encouraged fellow American workers to keep upgrading their skills and focus on creating value through leadership and creativity in order to stay competitive and adapt to the challenges in the new economy. Always remember, there are many paths to fame but the choice is yours.
What have you been doing to help yourself rise up to the ‘whore of fame’?
Posted on: August 16, 2011 04:10 PM |
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Comments (10)
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Don Kim
PROJECT-TO-PORTFOLIO MANAGEMENT EXPERT| Seeking opportunities
Sacramento, CA, United States
Loved this post! A true story of what happened to me when I was preparing for the PMP, was when my friend asked me what I was studying for and when I told him it was to be come a "certified PMP", his puzzled and wide-eyed reaction was, "I didn't know you needed to be be certified for a PIMP!"
But to the more serious and important idea of your post, I think the reaction of your colleague is typical of the old school thinking that the best career path to management was to become a technical lead for a project (I say "technical lead" as these are more accidental project managers who are tasked with leading a project more for their technical knowledge then for the PM skills).
These days it seems the practice and profession of project management is more general and established as it's own discipline that can be applied to a variety of fields, not just the old school technical lead. In that vein, learning more about the profession through forums such as these, reading and researching and pushing yourself to find more broader opportunities with your PM skill sets is what will let you rise up to become the "whore of fame".
Nice article! In this era, continuous learning and excellence in one's job is the key to career advancement.
Wai Mun Koo
PMO Director| Intergraph PP&M
Singapore, Singapore
Thanks for your comments Don and Mary.
Ten years down the road, when I think back what my colleague had said, it is not difficult to understand what triggered him to say so. Don is probably right in the sense that this is an old school thinking of natural transition where a technical lead is being put into a position to lead a project (I am still seeing this practice these days, especially in those system integrator companies).
No doubt, project management is more general and established these days. But compare to other disciplines like law and medicine, we still have a long way to go I believe.
Hans Robbers
Senior Director| Salesforce
Vlissingen, Netherlands
Interesting comparision.
One other way of becoming the pm for a project is the trusted advisor role. Startng as a consultant advising the customer a certain solution will built up trust. When the advise is translated to a project the customer insists to have the consultant being the pm since the relation and trust is established. This does not mean the best man is selected for the job
Hans Robbers
Senior Director| Salesforce
Vlissingen, Netherlands
Interesting comparision.
One other way of becoming the pm for a project is the trusted advisor role. Startng as a consultant advising the customer a certain solution will built up trust. When the advise is translated to a project the customer insists to have the consultant being the pm since the relation and trust is established. This does not mean the best man is selected for the job
Hans, the scenario that you cited was one of the things that our company has overcome after putting up the PMO. Since we belong to a group of companies, majority of our clients are sister companies. These companies already have favorites when it comes to resources e.g. consultants. Before, assigning Project Manager or Project Lead is based on client''s favorite or whose consultant is more familiar with the process, however, since the consultant's view of the project is different from the PM, most of the time the project is not managed well.
What are PMO did, they recommended career path to respective technology groups to help on advancement of each resource.
I believe that there are programmers, consultants or analysts that have leadership skills and bound for Project Management, they just have to be trained.
Thomas Soam
Project Manager| BDA
Seremban Ns, Ns, Malaysia
Hi Wan, agreeable with your thought...
Mark Price Perry
Business Driven PMO Evangelist| BOT International
Orlando, Fl, United States
Great post and replies. How times have changed in the last ten years. For the better I might add. I would offer a different example, though a similar view on all of this. I recently met a CEO of a small development firm that hired a "so called experienced" PMO manager (PMP certified) to start up their PMO. The PMO manager rushed into all of the cookie-cutter "people, process, tools" and PMP training of the team kinds of things without taking the time to FIRST understand what the business problem was that led to the idea for a PMO for this company. After a year and creating a big mess, the PMO manager left. The CEO told me that he would NEVER put a PMP in a management position again. This is what happens when we (the collective PM community) allow whoring like this to happen. Though I have often been asked to create one or particpate in establishing one, this is why I will never give my support to a "PMO Manager" certification...!
Kwiyuh Michael Wepngong
Community Champion
Financial Management Specialist | US Peace Corps
Yaounde, Centre, Cameroon
Kwiyuh Michael Wepngong
Community Champion
Financial Management Specialist | US Peace Corps
Yaounde, Centre, Cameroon
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