Pier Luigi CalabriaProject Manager| INFORM Institut für Operations Research und Management GmbH, Aachen, GermanyAachen, Germany
Just for my awareness, how many of you, PMs, work in a reality where the output of the project is actually given "back" to the PM that then is renamed Service Manager? So, basically, you may do a 1-year project to produce a delivery, then you keep the system alive doing maintenance and change management for 10 years or so.
Which are the pros and cons of this setup?
For example, a pro, for me, is if the PM delivers a very bad project, he then keeps the dust on his desk and must sort it out, not leaving the issues to someone else. Of course, you may argue that if a PM delivers a bad result, he's not such a great PM.
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
Hi Pier, This is exactly what happens in some of govt executed projects.
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1 reply by Steve Ratkaj
Sep 05, 2018 12:04 PM
Steve Ratkaj
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This happed to myself. Was DPM/ PM for a while, and then ended up being the "In-service manager. As typical, the project staff left many "loose ends" before I came on board. It was good in a sense, that as the PM, I was able to mitigate the impacts of many mistakes/ shortcuts the project had made, but at the same time, the staff had been greatly reduced, and there was a lot of "rework" of technical documents that had to be done with a very limited staff that I inherited as the In-service manager.
Saving Changes...
Dominic LawProduct Manager| PCCW GlobalHappy Valley, Hong Kong
The skill-set of a service manager is likely to be different from a project manager, so a good project manager may not be a good service manager. Besides, the project team also may not become the service team. In theory, the need is to have a proper acceptance exercise by the service manager and a good hand over from the project manager to service manager. Putting the responsibility (or blame) on the PM may not be the best way to solve any quality issues.
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1 reply by Pier Luigi Calabria
Sep 05, 2018 5:50 AM
Pier Luigi Calabria
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I would simply 100% agree with you
Saving Changes...
Pier Luigi CalabriaProject Manager| INFORM Institut für Operations Research und Management GmbH, Aachen, GermanyAachen, Germany
Sep 05, 2018 5:45 AM
Replying to Dominic Law
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The skill-set of a service manager is likely to be different from a project manager, so a good project manager may not be a good service manager. Besides, the project team also may not become the service team. In theory, the need is to have a proper acceptance exercise by the service manager and a good hand over from the project manager to service manager. Putting the responsibility (or blame) on the PM may not be the best way to solve any quality issues.
I would simply 100% agree with you Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Best to keep the roles separated as they are two distinct roles with distinct responsibilities - project management vs. operations/maintenance/support.
In a product-centric model, the team (including the agile lead/Scrum Master) own the product backlog for perpetuity - that includes defects and service enhancements. However, in that model, the role of the PM might be absorbed between the respective roles of SM and PO...
In a project-centric world, I'd agree with Andrew - while there are overlapping competencies, there are also sufficiently different ones to merit different roles.
Kiron
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1 reply by Pier Luigi Calabria
Sep 05, 2018 7:11 AM
Pier Luigi Calabria
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Good distinction and hint!
Saving Changes...
Pier Luigi CalabriaProject Manager| INFORM Institut für Operations Research und Management GmbH, Aachen, GermanyAachen, Germany
Sep 05, 2018 6:17 AM
Replying to Drew Craig
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Best to keep the roles separated as they are two distinct roles with distinct responsibilities - project management vs. operations/maintenance/support.
Agree Saving Changes...
Pier Luigi CalabriaProject Manager| INFORM Institut für Operations Research und Management GmbH, Aachen, GermanyAachen, Germany
Sep 05, 2018 6:40 AM
Replying to Kiron Bondale
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Pier -
In a product-centric model, the team (including the agile lead/Scrum Master) own the product backlog for perpetuity - that includes defects and service enhancements. However, in that model, the role of the PM might be absorbed between the respective roles of SM and PO...
In a project-centric world, I'd agree with Andrew - while there are overlapping competencies, there are also sufficiently different ones to merit different roles.
Kiron
Good distinction and hint! Saving Changes...
Joseph Prem AnandProgram Manager| Deutsche Bank AGCary, Nc, United States
In many of my projects, some form of operational support remains with the project team (Level 3, for example) and the PM doubles as an operational manager. I have also seen some colleagues leading projects and then transitioning into a full time service operation role. They usually succeeded, perhaps because of the insight they had gained, having led the project. Saving Changes...
Hi Pier, This is exactly what happens in some of govt executed projects.
This happed to myself. Was DPM/ PM for a while, and then ended up being the "In-service manager. As typical, the project staff left many "loose ends" before I came on board. It was good in a sense, that as the PM, I was able to mitigate the impacts of many mistakes/ shortcuts the project had made, but at the same time, the staff had been greatly reduced, and there was a lot of "rework" of technical documents that had to be done with a very limited staff that I inherited as the In-service manager.
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1 reply by RAJESH K L
Sep 06, 2018 1:48 AM
RAJESH K L
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Thanks steve for your reply and insights into the issue.
