In the past, the most experienced developers took the role of technical lead and/or PM. When a developer took the role of PM, the problem was generated that the main tasks of the PM were neglected or not executed, and on the other hand, the double rol "Developer+PM" tended to take development responsibilities that did not correspond to him causing delays and economic losses. (If anyone has information where this phenomenon was explained, I would appreciate it)...
Today, the role of PMs must ensure deliveries on time within the cost, manage human resources, mitigate negative time variations, and develop contingency plans that align the project, etc, etc.
The problem I face is that the Tech leaders only want to execute tasks without self-management responsibility, NOT creation of control tools of their technical tasks and the correct follow-up and updating, NOT participating in the preparation of the gantt chart and its follow-up. IF THEY DO, THEY ARE SAYING IS A FAVOR.
Does anyone in this community know the place where the formalized standard of these activities corresponding to the technical leader??? Saving Changes...
I'm assuming you are referring to a situation where there is an overall PM and the Tech Leads are responsible for specific work streams in the project.
This is no different than if the work stream was outsourced to a third-party contractor - roles, responsibilities and expectations need to be set.
There is no single RACI or other type of standardized roles and responsibilities list for delivery so it is best to meet with the tech leads before the project work begins in earnest and develop a common understanding of who will do what. This is a normal part of helping the team to define their ways of working.
While responsibilities vary by organization, the technical lead vs. project manager division is very similar in nature to the Systems Engineer vs PM relationship. The SE is more product focused but there still has to be significant overlap on the business management aspects for the two roles to work together.
SE is very heavy on documenting things like requirements and functions, and project teams are themselves a system of people and processes. Search Google for this document from INCOSE to see what they say about the topic: Z11_SE_PM_WEB It's a 2 page PDF pamphlet. I tried to copy the link but both Google and Bing give me long coded URLs.
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Cristian
technical leadshave industry and product specific tasks while project managers are (or at least cna be) industry agnostic. That is why technical leads are more concerned with the product, the what of a project (though some extend this to value, which is more on the why side). And project managers are more concerned with the work that is required to produce the product. This is more the how that the what.
Your experience is typical. A company lives from selling its products, so it is focused on products, the what, technical aspects. Only with scaling and the quest for efficiency the how, the work gets scrutinised and project management becomes necessary. But it is a gradual process.
I have seen many like you trying to establish PM practices including the role of a PM. And many technical leads are asked to act as PMs and fail. The way out may be if a executive sponsor charters a PMO to support management and help project managers to establish. Saving Changes...
Hi Cristian, I agree with Kiron, that developing a RACI with the tech leads would be best. That will give you not only a matrix, but also a buy in from a neutral/resistant stakholder.
However, if you're looking for an aid, I'd recommend to check APMG roles and responsibilities. It decribes in principle difference between PM and Technical Coordinator and Solution Development Team (incl. Developer and Lead). Saving Changes...
