Justin WortleyProject Manager| Quicken LoansDetroit, Mi, United States
So as I look for new potential opportunities I notice that in my job market the demand for the traditional waterfall seems to be dwindling and the demand for people well versed in the SDLC/Agile/CSM areas is on the rise. As someone that's spent years running infrastructure projects, I'm looking to branch out and break into this side of IT PM. I'm trying to figure out the best way for me to go about it? Resources or certifications? I considered going after the PSM certification, but I don't want to get a certification for the sake of getting it without at least some fundamentals to back it up. I have a mid-level comprehension of the SDLC/Agile frameworks and methodologies but I've never had to apply the concepts, how difficult would it be for me to break into this side of IT PM? Saving Changes...
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Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I've done both, Justin. To switch over to the software side of things you really have to deal with the new product life cycle, in this case the SDLC. What you will find is that different software impose different SDLC. A prime example is enterprise resource planning systems (ERPs) which often have their own commercial SDLC.
If you can find someone who can handle the product management side of things, you should be able to focus on the project management, while learning more about the flip side. As you gain more experience, you will be able to take on more and more of the product management responsibilities. Saving Changes...
Pamela PenningtonIT Director| Ride ConnectionPhoenix, Az, United States
I have a PMP. My organization is in the middle of transitioning all of the software development project management from waterfall to Agile. There is also a major push toward Lean management practices. So we're morphing into what they call scrum-ban. I have had enough training now that I'm sure I can get the ACP, and will try for that soon. But infrastructure still seems to lend itself more toward traditional PM practices. I would suggest going to your PMI chapter's Agile meetings and talking to people to figure out what direction you want to take. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Justin, my take is as a PM we should be able to do any project, in your case even outside IT. If you doubt this, you might not have enough experience in PM tasks and still wear the hats of a PM and a subject matter expert. A PMP may give you the idea what PM is about and the tasks to be done are described well in the exam content outline of PMI. I learned all the other stuff at the time I took on a project where I needed them.
The PMs in IT infrastructure I have met are involved in operations too and may do multiple small projects in parallel. They maybe once a year are involved in a major project like DC move or outsourcing or ITIL implementation. Mostly there working style is triggered by events and re-active.
On the other hand, in SW development a PM is going for the long haul, in both Waterfall and Agile, is focused on a target and can do a lot of preventive planning. If there is a glitch, it does not effect the life of others.
If you can handle both cultures, you are set to move. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The first thing you have to understand is: something PM does not exists. I mean, you are not a software PM, an infraestructure PM, etc. etc. You a a PM, which follows some organizations principles (PMI, IPMA, GPM) or process (PRINCE2), working in some environements by using some particular method or methodology. You have to understand that method/methodology, life cycle (waterfall, iterative, etc), approach/discipline (agile for example) and principles are things totally independent and you can mix all of this into each initiative. And no matter that initiative is to create a solution with software component inside or not. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Very well said, Sergio. Saving Changes...
Annette SuhManager, Agile Practices| The Walt Disney CompanyWinter Garden, FL, United States
In the past I was an Infrastructure PM, and made the transition with the help of a great recruiter and hiring manager, who took what was on my resume, and said "you can do pretty much anything, I can tell!" so they got me in the door. I'd say craft a resume that shows potential and understanding of SDLC concepts, and try to find some way to volunteer in a software or PMI non-profit organization in that field, so you can get some experience under your belt. Happy to help with the resume if you'd like. [email protected] Saving Changes...
Avinash KharePM II| MAP-IT Consultant Project ManagementAmbernath (East), Maharashtra, India
SDLC will require time on your side to make the transition from infra.Projects which are small ie with respect to scope,schedule and cost can be taken up initially and gradually move to bigger complex projects.This will also help to buy time as you become more comfortable. Saving Changes...
Scott SaleProgram Manager| KindredLouisville, Ky, United States
As our colleagues have mentioned above there are challenges but it will not be anything you can't overcome as Project Manager.
Thomas stated - As PM we should be able to handle any project (especially IT) if it is infrastructure or application development.
I too made the change similar to yourself and Annette from infrastructure to the application development side.
As Stephane eluded to many of the larger software enterprise have their own methodology. Example Oracle has the AIM process and Microsoft has the MSF framework. Each are distinct and similar in their own right.
The point being from top down if you have the project management experience you can make the change with a little work as you have probably worked with these technology from a infrastructure perspective.
The piece of advice I would provide. The mindset is different when capturing requirements. I would like highly recommend reading as much as possible on knowing your audience. Software projects are 'business" projects. You are fundamentally changing the way someone who does their day-today job and gathering requirements, development and implementation takes a different mindset vs the infrastructure mindset.
Example: Router upgrades and network upgrade. This is done in the back end and Monday morning accounting comes back into the office and logs in and does their job.
Example: Changing to Oracle ERP. The accounting team comes in on Monday morning after upgrades and the have an entirely new system and new way of thinking on how to do their job.
Going to the software side and following the SDLC or any other methodology will not be the primary challenge as that can be learned/memorized. Understanding the audience and how to gather and implement will be the largest learning curve. Saving Changes...
