Technical Project Managers vs Management of Technical Project
Kelley Dean-CrowleySr. Project Manager| Major Financial FirmMartinez, Ca, United States
I am doing some research on roles and responsibilities for Technical Project Managers and would like some assistance with the following questions:
Do you or your organization distinguish between Lead or Overall Project Managers and Technical Project Managers within a particular project? Might you or yours have both roles represented by two people on the same project?
When would both roles be represented on a particular project?
How are roles and responsibilities distinct for each role? Where are the boundaries?
For the sake of discussion, lets consider two projects in larger compartmentalized and siloed firms:
Project/Program A has a strong technical focus, such as integration of web infrastructure across the silos of the firm, but a limited business focus. This project can be assumed to change architecture, web services, data structure and other profound technological changes. While the project is primarily a technical one, the businesses are sponsoring it for specific value-added reasons which will drive revenue streams in the long run.
Project/Program B has a strong business focus, such as implementation of a regulatory or legal mandate, but has a more contained technical focus centered on making many small, well-contained technical changes across the firm. The project will not change architecture and the other items mentioned for Project A, but will require work or input from almost every technical area.
Saving Changes...
Sort By:
Peter WrightProgramme Manager| BAE SystemsSouthport, Merseyside, United Kingdom
Kelley,
It may be worth detailing what your definition of a Technical PM is. Across different companies I have seen this range from a Pre-sales role through to an engineer doing PM activities.
I currently have a project which you would class as Technical but it has far reaching business impact and focus subsequently is it a Project and is not defined as Technical or business. It is however an Internally driven project to enable the business to sell a product they currently do not have (e.g. not driven by a sale yet).
I have seen various discussions here in the UK were Technical PM's can be seen to be people either implement projects for a client and work with the Pre-Sales, Sales and account managers to ensure it is completed.
But I have also seen Engineers be given the title of Technical Project Manager if they are implementing some PM activities on behalf of a larger project (and/or programme) so definition is always the key to scoping roles.
I have nover seen a one size fits all roles, responsibilities and job specification for a PM and I would suggest the boundary is derived from the project and not to the person. For example If you do not have business analist resource the PM may be required to do this for the project.
In your examples Scenario A I would suggest the business processes and support functions for example is not in scope for the responsibility as the PM is being asked to focus on the technology.
Whereas Project B suggests it covers the business processes and support functions.
Therefore you have defined your scope for the roles and where there may be overlap there has to be negotiation on who becmoes the owner between the two PM's.
In my view there is nothing like "Technical Project Manager"!!
Let me ask you a question - why a PM should have technical knowledge?
Answer: 1) To help the team technically!!
-- Then what an architect is doing?
If the management think PM will have lot of free time, then he should not be asked to help the team technically, instead he should be asked to manage another project.
I agree on what Vivekanandan says. As all are aware that Project Management is managing project. As Vivek mentioned, if technical architecht is not doing his job, PM will get in to his job. In this what happens other stake holders of the project won't do the work. However, in practical, many of the companies look at project management more of technical. Hence, we shall move along with the wolrd whether he will be able justify or not. Management of Technical Project will be succssful if PM has attribute of true leadership qualities and roles & responsiblities are clearly defined. I understand the word management needs to be mentioned specifically so that this can be concluded. Saving Changes...
You questions has alot to do with your organization and the culture.
Really, without more information regarding if you have a PMO, IT PMO, Portfolio Management Office and/or other organizational structure, I would say it depends.
It sounds like you have IT Operational projects and a portfolio of projects to grow the business with have some IT component in them.
Based on the scope, schedule and resources and IT complexity, this should guide your need for specific resouces; however, the PM and sponsor should identify the resources and roles required for the project once the scope has been identified in the charter. Training and experience will guide you with making these decisions; every project is different.
~Naomi
Saving Changes...
Adriano SilvaPMP,, MBA| ConsultantSao Paulo, Sp, Brazil
Hi Kelly
Take a look at Kerzner, H., Advanced Project Management: best practices and implementation, 2nd Edition, John Wiley & Sons, 2004. There you might find answers to your questions. He divides PM evolution in ages and classifies three ages. From 1960 to 1985 as the Traditional Project Management age, where objectives were 75% thecnical and 25% business, until the 21st Century as the Modern Project Management age, where objectives were 90% business and 10% thecnical. Essentially the origins of the word 'project' was more related to 'design' than 'enterprise'. The fact of being more technical or more business is incidental. Best practices have evolved, what is all about. A technical background is desirable but not a must for a PM. For instance, for a IT or Telecom project I would rather hire a PM in this market than an Oil & Gas one. Technical Leaders or Engineers in Charge would be more likely his/her King's Hand to help the PM because they are not so driven to PM Best Practices but Technical Regulations. Civil Responsibility and Liability are shared. Good luck! Saving Changes...
