Lara DollProject Manager, CAPMFort Worth, Tx, United States
Hey guys - I've been in insurance for just a little over a year now, most of which was as a marketing coordinator. Just started a new project here and the sponsor (the COO) told me, "you need to know our underwriting guidelines to be successful at this".
I am a little baffled now, because it sounds like he thinks I should be an expert in all areas that the project touches. Being that this is not just an insurance project, but a huge software development project as well... I need to be an IT/UX/UI expert too?
What are your thoughts? It was my understanding we have SMEs on the team for such occasions... not the PM should know ALL. Saving Changes...
Depending on the complexity of project, I think sometime as PMs we just need to obtain conceptual knowledge of the subject, but certainly not required to get bogged down by details. In simple terms, just knowing how it all works is good enough to run the team effectively and build a robust project plan. Typically during the initiation and requirements gathering stage, I personally try to probe questions and try to gain as much insight into the operational and technical aspect of project which just puts me in a better spot to serve as leader. In that manner during your interactions with team and meetings, it doesn't sound like you are just there to get updates without actually know what people are talking about and instead, by having good functional oversight can lead them in right direction. You dont have to be a master of all, but it certainly proves beneficial if you are jack of all trades. Its easier to win trust and serve in leadership capacity as PM if they look upto you as someone who understands their world (its just human nature). Saving Changes...
Alok PriyadarshiProject Manager| Tata Consulting Engineers LimitedJamshedpur, Jharkhand, India
Thanks Lara for initiating very relevant question about role of Project manager in project environment. Our friends already explained about role of SME in project. As a project manager one should really know the best utilisation of SMEs available in their team. Saving Changes...
I've worked a variety of projects related to engineering, but all across the product life-cycle including mechanical eng., processes, materials development, IT, and training development. Between the range of projects, my teams and I have earned 4 US Patents and I have never once been a technology SME on any of those projects.
Instead I've done enough homework to be familiar with the technology as a whole so that I get a sense of what I should pay attention to, and who to ask to explain what it is we're doing and what people were talking about in the previous meeting until I get up to speed. I sometimes describe my core competency as becoming a temporary expert in things I know nothing about. Just this morning, before I gave a major program milestone review presentation I was making sure I knew what all the acronyms on my charts mean in case somebody asked.
As another reference point, speaking with a personal friend who was working as a PM contractor at Microsoft, his view was that even though companies use their own tools, processes, and have different products, the fundamentals of being a PM still apply wherever you go.
Excellent Keith. I liked your comments on its entirety!!!
I too worked in Mechanical projects in the area of Petrochemicals and refineries and in IT too.
Thank you very much for sharing your thoughts. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
I concur with the general consensus here. Let the experts be the experts. Otherwise, might as well have the herding dogs graze the fields themselves.
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1 reply by Adrian Carlogea
Dec 12, 2018 4:37 PM
Adrian Carlogea
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When you are not an expert yourself you have no choice but those experts will be taking crucial decisions upon which you the PM have no control.
The PM must not be an expert in everything but in order to lead he must have working experience on similar projects in a role that gave him deep understanding of the domain.
Having deep understanding of the project domain is one thing getting involved at a low level in the technical details is another things.
PMs that do have good domain knowledge or technical expert skills are getting involved in the project decisions and they lead even if they are not experts in everything. Those with limited domain knowledge or limited technical skills act more like the project team's secretary and they don't lead.
Even the PMs with limited domain knowledge can be very useful for the project but they share much more responsibility with other stakeholders and also have limited to almost no control.
Lara,
generally speaking, the project manager should not (and in most of the cases, can not) necessarily be a subject matter expert, however, you should be able to fulfill the requirements of your job as a project manager and an employee of the organization. Refer to your job description. I believe that they chose you because you have the qualification. Just try to do your best and take action wisely. Saving Changes...
Kevin GardnerProject Manager/Consultant| InnovateBTSLos Angeles, Ca, United States
Part of being a PM is knowing how and when to delegate. If there is something you don't know, then certainly don't try to take it on by yourself. Get your team members who are experts (or at least more expert than you) to address the aspect of the project that you are unfamiliar with. Saving Changes...
Sam MotesManager II Business Sys, Operational Excellence| BA Systems Inc.Ellenton, Fl, United States
When I was new to PM field my mentor used to tell me the PM’s knowledge based needed to be a mile wide and an inch deep. What he meant is you need to know enough to know what SME you need and know when someone isn’t giving you an honest answer. My experience of the last 2 decades has shown his rule of thumb to be highly accurate. I would argue in technical projects you need to have deeper knowledge than 1 inch implies but if you end up being a SME on a project of significant size you can easily end up down in the weeds and lose track of the overall project status. Saving Changes...
Ruth Marina Lopez PerezResponsable TI| INSTITUTO DE PREVISION SOCIAL MILITAR - NICARAGUAMasaya, Los Madrigales, Nindirí, Nicaragua
I think not must be know all, is impossible. You must be know the business in general way. With the time and your own novells ideas and hard effort you will make bigger contributions and bigger changes.
The experts take the critical decisions that impact at the project.
You can be successful. Don't be afraid! Saving Changes...
I concur with the general consensus here. Let the experts be the experts. Otherwise, might as well have the herding dogs graze the fields themselves.
When you are not an expert yourself you have no choice but those experts will be taking crucial decisions upon which you the PM have no control.
The PM must not be an expert in everything but in order to lead he must have working experience on similar projects in a role that gave him deep understanding of the domain.
Having deep understanding of the project domain is one thing getting involved at a low level in the technical details is another things.
PMs that do have good domain knowledge or technical expert skills are getting involved in the project decisions and they lead even if they are not experts in everything. Those with limited domain knowledge or limited technical skills act more like the project team's secretary and they don't lead.
Even the PMs with limited domain knowledge can be very useful for the project but they share much more responsibility with other stakeholders and also have limited to almost no control. Saving Changes...
Lara, I concur fully with my fellow colleagues on here, the company must certainly have confidence in you to lead this project, ensure you invest time and effort in your resource management, participation of team members as early as possible not only adds their expertise to the process but often strengthens their commitment to the project. Most importantly Lara, enjoy it, remain confident and committed. Saving Changes...
