Wade HarshmanScrum Master| GDITIndianapolis, In, United States
It depends on how your organization defines "project manager." Many companies have a role called "project manager" that's really a construction contractor or a senior programmer. In those positions, yes, technical domain knowledge is critical, because that's why you're hired. Your lack of domain knowledge might cause the project to fail.
In other organizations, PMs are really needed for their management skills, tools, and techniques required to complete the project correctly, on time, and within budget. The domain knowledge rests within the project team. In these positions, a project manager's soft skills are just as important as technical domain knowledge... although more technical knowledge never hurts!
Each of us has limited time dedicated to development, and we have to decide whether to work on our leadership/management skills or our technical expertise, based on your own career path and the needs of your organization. Saving Changes...
AKSHAY JAINPlanning Group Leader| YOKOGAWA, BahrainGwalior, Mp, India
You cant manage a project if you don't have enough technical knowledge of domain for which you are managing project. Without adequate technical knowledge how will you select right people? How will you monitor their work? How will you solve problem? How will you win team confidence? etc etc. If you put a software project manager for a highway construction project, he will have lot of difficulties. Even non technical things will fail if you don't understand domain related matters. So having adequate( not expert) technical knowledge of all functions involve in project is essential. In practical world politics plays a major part in work, you cant expect SME to provide you correct information which you are seeking. So to play your role as PM you need to have sufficient knowledge of domain.
"Without adequate technical knowledge how will you select right people?"
I rely on the functional managers to provide me with the right people. Not only do they know what their staff is capable of but they are also aware of their current workload.
My job is clearly enunciate my needs to the managers.
Aug 16, 2016 9:13 AM
Rolf Dieter Zschau
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Agreed: Domain knowledge is a must, sufficient technical knowledge, to check SME provided information and status, too (except you have someone you know you can trust in your team to do such checks), expert technical knowlege is not needed (and sometimes can be a hinderance).
You cant manage a project if you don't have enough technical knowledge of domain for which you are managing project. Without adequate technical knowledge how will you select right people? How will you monitor their work? How will you solve problem? How will you win team confidence? etc etc. If you put a software project manager for a highway construction project, he will have lot of difficulties. Even non technical things will fail if you don't understand domain related matters. So having adequate( not expert) technical knowledge of all functions involve in project is essential. In practical world politics plays a major part in work, you cant expect SME to provide you correct information which you are seeking. So to play your role as PM you need to have sufficient knowledge of domain.
"Without adequate technical knowledge how will you select right people?"
I rely on the functional managers to provide me with the right people. Not only do they know what their staff is capable of but they are also aware of their current workload.
My job is clearly enunciate my needs to the managers.
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1 reply by Rolf Dieter Zschau
Aug 16, 2016 9:18 AM
Rolf Dieter Zschau
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How do you check if the information is correct you get from your team members, e.g. status? I had sometimes issues with team members about incorrect work package status or the like, where only technical background helped me to find out early about those issues. (Technical background does not mean, I had been technical expert in that area)
You cant manage a project if you don't have enough technical knowledge of domain for which you are managing project. Without adequate technical knowledge how will you select right people? How will you monitor their work? How will you solve problem? How will you win team confidence? etc etc. If you put a software project manager for a highway construction project, he will have lot of difficulties. Even non technical things will fail if you don't understand domain related matters. So having adequate( not expert) technical knowledge of all functions involve in project is essential. In practical world politics plays a major part in work, you cant expect SME to provide you correct information which you are seeking. So to play your role as PM you need to have sufficient knowledge of domain.
Agreed: Domain knowledge is a must, sufficient technical knowledge, to check SME provided information and status, too (except you have someone you know you can trust in your team to do such checks), expert technical knowlege is not needed (and sometimes can be a hinderance). Saving Changes...
"Without adequate technical knowledge how will you select right people?"
I rely on the functional managers to provide me with the right people. Not only do they know what their staff is capable of but they are also aware of their current workload.
My job is clearly enunciate my needs to the managers.
How do you check if the information is correct you get from your team members, e.g. status? I had sometimes issues with team members about incorrect work package status or the like, where only technical background helped me to find out early about those issues. (Technical background does not mean, I had been technical expert in that area) Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Because there are valuable comments above here I am again trying to add something I used and I am using from years. First, I still maintain that a project manager must not be a technical expert (if she/he is no problem, but she/he must to understand that she/he has to engage the subject matter experts). Because of that a project manager can manage project in multiple domains (that is my personal experience and the same from others). But here comes the key activity each project manager has to do when is assigned to project: perform elicitation to understand all related to the domain by gaining knowledge. That activity usually belongs to business analysis field but lot of project managers do that from years ago. In my case, I use the elicitation process defined by the SEI CMU becuase it works for me. The key is to understand the business terms, the business functions and process, the business stakeholders, the business stakeholders needs, the business needs for other organizations in the same domain where you have been assigned to the initiative.
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1 reply by Rolf Dieter Zschau
Aug 16, 2016 9:58 AM
Rolf Dieter Zschau
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Sergio, I agree, that one can be a PM in several domains and change domains. But I think that depends on "distance" of these domains. To change as PM from electrical engineering domain to IT domain (or vice versa) is much easier than from IT domain to building domain. Because there is more than business terms, it's also about procedures, planning guidelines etc. So BA alone won't help, if you aren't sure about which of the SMEs on your team you can trust. I switched from within software development between several domains/industries to automotive ECU development / integration and OEM R&D. These domains are close enough that you can transfer so much of your technical knowledge that you can ask the right questions and interpret answers. I'm sure, that I won't be a PM for building a bridge without some studies about bridge building (studies means more than BA in bridge building).
Because there are valuable comments above here I am again trying to add something I used and I am using from years. First, I still maintain that a project manager must not be a technical expert (if she/he is no problem, but she/he must to understand that she/he has to engage the subject matter experts). Because of that a project manager can manage project in multiple domains (that is my personal experience and the same from others). But here comes the key activity each project manager has to do when is assigned to project: perform elicitation to understand all related to the domain by gaining knowledge. That activity usually belongs to business analysis field but lot of project managers do that from years ago. In my case, I use the elicitation process defined by the SEI CMU becuase it works for me. The key is to understand the business terms, the business functions and process, the business stakeholders, the business stakeholders needs, the business needs for other organizations in the same domain where you have been assigned to the initiative.
Sergio, I agree, that one can be a PM in several domains and change domains. But I think that depends on "distance" of these domains. To change as PM from electrical engineering domain to IT domain (or vice versa) is much easier than from IT domain to building domain. Because there is more than business terms, it's also about procedures, planning guidelines etc. So BA alone won't help, if you aren't sure about which of the SMEs on your team you can trust. I switched from within software development between several domains/industries to automotive ECU development / integration and OEM R&D. These domains are close enough that you can transfer so much of your technical knowledge that you can ask the right questions and interpret answers. I'm sure, that I won't be a PM for building a bridge without some studies about bridge building (studies means more than BA in bridge building).
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1 reply by Sergio Luis Conte
Feb 23, 2019 6:08 AM
Sergio Luis Conte
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Please let me say I disagree about "distance" of domains. In fact, besides it was my personal work life experience, I know lot of people who do that. The key is to make abstraction and doing something missing for lot of project managers: each time PM is assigned to a new initiative the PM must perform elicitation activities to understand key topics. In my case I use the Zachman Framework row 1 and 2 as the guide to understand all needed before starting on the intiative and tools like PESTLE, Porter Five Forces, SPIN Selling, etc. Today, you have all needed information available. In fact, I do the shift you stated from IT to building construction.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
You do not need to be a technical expert BUT you certainly need to have the minimum technical knowledge to be able to manage your project efficiently,select your team, and help sorting out issues during the project cycle. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Many great valid points here.
If a PM is too much of an expert technically, they may be more likely to get sucked into the weeds, which would be detrimental to the project. Best for the PM to have some knowledge and expertise, but the PM is not the SME. I have seen all too often, SME as a PM doom the project. Saving Changes...
Avinash KharePM II| MAP-IT Consultant Project ManagementAmbernath (East), Maharashtra, India
I agree with Daniel.PM is not required to be a technical expert and must have sufficient knowledge of the domain to manage the project. Saving Changes...
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