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I totally agree with the article published on hackermoon.com.
It´s a necessity and a duty for the PM to manage his team in an empathetic manner, above all, transmitting his legacy and knowledge to the benefit of the team members and the organization.
Do not talk with them, They always talk with the computer only.....jejeje
Hi Suzi, it's a great article written by a very competent tech guy who has had different experience with PM's, on the other side I've worked with the best technical guys and some of the worst, anything for an easy life, extended timeframes for easy tasks and adapting existing things rather than follow the latest specs, particularly when the TDA is weak.
As he says when dealing with competent tech guys this is the way I would treat them. The key is understanding where they sit on the scale, if in doubt get a second opinion from someone you trust.
I'll add in this one: Make a serious effort to gain basic, operational knowledge of the technical issues involved with the project.
Technical people despise PMs who don't understand technical matters because it's impossible to explain the simplest thing to them. It's like trying to have a calculus discussion to someone who doesn't understand addition or multiplication. This lack of understanding frustrates technical people, for it makes it impossible for a PM to understand their technical team's needs and concerns.
If your Technical Person is good , encourage them to be better . Use them as your trusted friend , philosopher and guide .
Get out of their way and make them run and toil because they will revel in their sphere of excellence and will be more than happy to work harder if given the responsibility. They will be your workhorse and will remove the technical blockers in your project .
Be firm on your expectations from them - deadlines , scope, budget, quality but let them be flexible on the delivery and methodology within established tolerances.
Make sure that they understand that you are the enabler and offer to remove roadblocks from their way and shield them from project management politics.
Be humble and try to learn as much as possible from them regarding the high level technical stuff. As you keep insisting that they summarize the technical details in a non-technical way , They will also learn the art of tailoring their technical speak with non technical people , which is another valuable skill for them to develop.
Great points to avoid burning the bridges between Tech & Non tech groups.Instead foster a powerful peer relationship that clearly brings the positive impact of ‘Unity is Strength’.It’s easy to say this but very difficult to put in practice.Not impossible though !!!
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