Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
As most of you, I get notifications for "project manager" open positions on online job boards.
Does anyone else feel that the title Project Manager is used for positions where the requirements are totally wrong?
Here is an example that I saw this morning.
"As the ideal candidate you possess 5+ years of project management experience coupled with an Engineering degree or CET diploma plus equivalent experience. You have worked in the material processing industry (food manufacturing or stainless equipment fabrication experience would be preferred) and have been involved in designing and/or installing material handling equipment. " Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Dec 17, 2016 6:29 AM
Replying to Adrian Carlogea
...
I know we had this discussion before and my opinion was in disagreement with many other users however I am saying it again, a PM that is not also an experienced SME can't fully manage a project but instead he/she will just be some sort of facilitator or coordinator.
A PM that is not also a subject matter expert will not be able to take many crucial decisions that will impact the success of the project. I have seen this happen many times, projects that didn't deliver in time because the decisions taken by the technical team turned out not to be so good, and the PM was unable to do anything about them since he didn't understand them at all.
I don't want to offend anyone, I am not saying that the work of PMs that are not also SMEs is useless all I am saying is that such PMs are not fully in control of their projects. Many wrong things can happen during the execution of the project without the so called non-technical PM to even be aware of. Even if the SMEs explain to the PM what's wrong he may not understand the problems and the SMEs may not be capable or willing to solve them.
The SMEs may explain the problems to the PM in a very technical language that can't be understood by him/her.
I fully understand the need of some companies to hire PMs that are also good SMEs, this makes perfect sense for me. Even if the PM is not expected to provide technical leadership or do the work himself if he is not a SME he may not be able to understand what the team members are telling him.
I do not agree with this. PM should be expected to be an SME in the PM arena. Otherwise, they would be in a different role. The way I read the statement, is that either the PM is a SME or useless. As been said, the PM is not there to be an expert on the product, but rather the project. Ideally, the right team should be in place for support of the product, requirements, and product related decisions.
That said, the PM should have some knowledge of the area, enough to understand what is being discussed. With respect to IT (since that is where I am), I understand code and database speak, and generally, the proper structure and rules, etc., as I used to code, but don't ask me to open up Visual Studio and SSMS and do the actual work.
The PM should see across the field, not be stuck in the weeds.
...
1 reply by Adrian Carlogea
Dec 19, 2016 3:21 AM
Adrian Carlogea
...
Dear Andrew regarding the PM that is not also a SME being useless this is what I wrote in the text which you commented: "I don't want to offend anyone, I am not saying that the work of PMs that are not also SMEs is useless all I am saying is that such PMs are not fully in control of their projects."
As you can see I didn't say that PMs that are not also SMEs are useless. On the contrary they can be very useful and can can make the difference between a successful or a failed project. However these PMs will never be in full control of their projects and the success of the project will also depend on the decisions made by others, and the PM will have no control over these decision.
When an organization hires a PM that is not also a SME the management of such an organization should know from the beginning that the PM is not able to take full responsibility for the project as he/she will not be able to take many crucial decisions that will impact the success of the project.
If an organization wants to hold a PM fully responsible for the delivery of a project then the PM must be also a SME. The only exception would be when you have a highly cross functional team with experts from completely different lines of work, in this case it would be impossible for the PM to be an expert in many different lines of work.
At least this is my opinion based on experience and real life examples. Nonetheless I do respect all other opinions even if they are contrary to my own.
Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Dec 18, 2016 5:22 AM
Replying to Adrian Carlogea
...
Thank you very much for your reply Philippe.
Maybe I am wrong but I believe that the technical aspects of a project or of any other activity must be managed as well. Am I wrong?
If I am not wrong then it means that the PM who is not also a SME will not be able to manage some crucial aspects of the project. These aspects are going to be managed by the designated project technical leads, who are SMEs, or by functional (technical) managers who are also SMEs promoted to management.
But even if you don't expect the PM to manage the technical aspects of a project if he is not a SME he may have difficulties communicating with the team as the team may only talk in technical language. I read the blog of a female software development PM who was not a developer and she explained how she had to learn a lot of technical terms in order for her to be able to communicate with the team.
Depending on the industry PMs who are not also SMEs may successfully manage projects but they will be working in a weak matrix environment meaning that many crucial decisions that would impact the outcome of the project will be taken by other people upon which the PMs have no control. If those people take wrong decisions the project may fail despite the fact that the PM has done a very good job on the project management part.
Do you really believe that the project manager can make better decisions than the technical team?
...
3 replies by Adrian Carlogea, Rami Kaibni, and Sergio Luis Conte
Dec 18, 2016 11:54 AM
Adrian Carlogea
...
Since it is said that the PM must ensure that things are done I believe that he/she should make most of the decisions. Isn't the project his/her responsibility?
On my previous assignment I saw a big project failed because the technical team was unable to deliver. The poor PM was completely powerless. Would the project have succeeded if the PM had been an SME? Who knows but at least he would have failed on his own decisions and not on the decisions made by others (as this was the case).
On another project one of the technical leads took a decision that ended up in huge delays and other problems. Would the PM have taken better decisions if he had been a SME? Again who knows but at least he would have failed or succeeded on his own decisions and not on the decisions made by others.
Dec 18, 2016 12:32 PM
Rami Kaibni
...
Stephane, In many cases yes the project manager can make better decisions than the technical team if he has good technical knowledge combined with his PM experience especially in Construciton.
Dec 18, 2016 1:00 PM
Sergio Luis Conte
...
Is not about better or not. Is about the scope of work. Project manager must take decissions about project management, not other type of things. Other type of decisiions will make the project manager fail. It is a matter of accountability, no more than that. In fact, how you will decide if something is better or not when you are performing outside your scope of work?. That is basic when you work with a team. If not you will fail or you will not create a team. If you are project manager that will take a role of subject matter expert in some item belonging to project then that is a quit different situation. For example, this is what some people like me have faced when the business analyst role emerge and we take both roles: business analyst and project manager. BUT it is critical to understand the risk. Everything in a project are roles when you plan and then you have to transform the roles in people names when you will start project execution. So, it is up to you if you assume the risk to assign more than one role to the same person. I still facing this type of situations. But I never will sustain that a project manager must be a subject matter expert or, just in case you are a subject matter expert that are assigned as project manager, then you have to try to avoid this situation or to be aware of the risk this situation have.
Do you really believe that the project manager can make better decisions than the technical team?
Since it is said that the PM must ensure that things are done I believe that he/she should make most of the decisions. Isn't the project his/her responsibility?
On my previous assignment I saw a big project failed because the technical team was unable to deliver. The poor PM was completely powerless. Would the project have succeeded if the PM had been an SME? Who knows but at least he would have failed on his own decisions and not on the decisions made by others (as this was the case).
On another project one of the technical leads took a decision that ended up in huge delays and other problems. Would the PM have taken better decisions if he had been a SME? Again who knows but at least he would have failed or succeeded on his own decisions and not on the decisions made by others. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Dec 18, 2016 10:26 AM
Replying to Stéphane Parent
...
Do you really believe that the project manager can make better decisions than the technical team?
Stephane, In many cases yes the project manager can make better decisions than the technical team if he has good technical knowledge combined with his PM experience especially in Construciton. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Dec 18, 2016 10:26 AM
Replying to Stéphane Parent
...
Do you really believe that the project manager can make better decisions than the technical team?
Is not about better or not. Is about the scope of work. Project manager must take decissions about project management, not other type of things. Other type of decisiions will make the project manager fail. It is a matter of accountability, no more than that. In fact, how you will decide if something is better or not when you are performing outside your scope of work?. That is basic when you work with a team. If not you will fail or you will not create a team. If you are project manager that will take a role of subject matter expert in some item belonging to project then that is a quit different situation. For example, this is what some people like me have faced when the business analyst role emerge and we take both roles: business analyst and project manager. BUT it is critical to understand the risk. Everything in a project are roles when you plan and then you have to transform the roles in people names when you will start project execution. So, it is up to you if you assume the risk to assign more than one role to the same person. I still facing this type of situations. But I never will sustain that a project manager must be a subject matter expert or, just in case you are a subject matter expert that are assigned as project manager, then you have to try to avoid this situation or to be aware of the risk this situation have. Saving Changes...
I think the subject of this discussion is deviating from the original question made by Stéphane . In my opinion, I do not have clear definition of SME so that I am not able to discuss of whether or not the project manager should be an SME.
However, some comments by one or two participants on here might be showing a certain degree of hindsight bias in which we can judge effectiveness of our decisions only after the results of our decisions have been known. Project managers who possess technical skills well enough in their domain and project management have no substantial evidence to continuously make better decisions than the technical teams do. We are facing with uncertainty all the time when make decisions for the problem solving, alternative generation, conflict resolution etc. Collaborative manners, adaptation into change and continuous improvement by the project participants can be of importance when making decision, planning and execution of the plans. It might also be unclear that the favorable or unfavorable situations can be contributable directly to decision making process, adaptation process or other factors, if we only focus on responsibility of decision making.
The other thing on "overused title of project manager" in job boards is that in my opinion, there are at least two questions we should ask ourselves before clarification of term of "overused".
1) Can't the project manager manage or participate in on-going operation as part of his or her daily duty?
2) Can't a project manager participate as an SME, BA or even team member in other projects than the project for which he or she take role, responsibility and accountability as a project manager? Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
I think there is a need to balance the Client’s requirements with the Project Manager definition and the PMBOK and practices in PMI. Many PMs hired by Clients are technical experts that report directly to the Client’s project manager. In another example, the Client may specify the need for a Project Manager with a Professional Engineering License (PE). Contrary to the examples in this discussion, this Client wants a person that can equally perform the role of the PMI project practitioner for the work and also provide the technical engineering expertise. In fact, the proposed PE is a subject matter expert that is named as a PM in order to meet the Client’s requirements. Remember, the Client already has a PM, contrary to the requirements, they really don’t need another PM. Saving Changes...
I do not agree with this. PM should be expected to be an SME in the PM arena. Otherwise, they would be in a different role. The way I read the statement, is that either the PM is a SME or useless. As been said, the PM is not there to be an expert on the product, but rather the project. Ideally, the right team should be in place for support of the product, requirements, and product related decisions.
That said, the PM should have some knowledge of the area, enough to understand what is being discussed. With respect to IT (since that is where I am), I understand code and database speak, and generally, the proper structure and rules, etc., as I used to code, but don't ask me to open up Visual Studio and SSMS and do the actual work.
The PM should see across the field, not be stuck in the weeds.
Dear Andrew regarding the PM that is not also a SME being useless this is what I wrote in the text which you commented: "I don't want to offend anyone, I am not saying that the work of PMs that are not also SMEs is useless all I am saying is that such PMs are not fully in control of their projects."
As you can see I didn't say that PMs that are not also SMEs are useless. On the contrary they can be very useful and can can make the difference between a successful or a failed project. However these PMs will never be in full control of their projects and the success of the project will also depend on the decisions made by others, and the PM will have no control over these decision.
When an organization hires a PM that is not also a SME the management of such an organization should know from the beginning that the PM is not able to take full responsibility for the project as he/she will not be able to take many crucial decisions that will impact the success of the project.
If an organization wants to hold a PM fully responsible for the delivery of a project then the PM must be also a SME. The only exception would be when you have a highly cross functional team with experts from completely different lines of work, in this case it would be impossible for the PM to be an expert in many different lines of work.
At least this is my opinion based on experience and real life examples. Nonetheless I do respect all other opinions even if they are contrary to my own. Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
Dec 18, 2016 5:22 AM
Replying to Adrian Carlogea
...
Thank you very much for your reply Philippe.
Maybe I am wrong but I believe that the technical aspects of a project or of any other activity must be managed as well. Am I wrong?
If I am not wrong then it means that the PM who is not also a SME will not be able to manage some crucial aspects of the project. These aspects are going to be managed by the designated project technical leads, who are SMEs, or by functional (technical) managers who are also SMEs promoted to management.
But even if you don't expect the PM to manage the technical aspects of a project if he is not a SME he may have difficulties communicating with the team as the team may only talk in technical language. I read the blog of a female software development PM who was not a developer and she explained how she had to learn a lot of technical terms in order for her to be able to communicate with the team.
Depending on the industry PMs who are not also SMEs may successfully manage projects but they will be working in a weak matrix environment meaning that many crucial decisions that would impact the outcome of the project will be taken by other people upon which the PMs have no control. If those people take wrong decisions the project may fail despite the fact that the PM has done a very good job on the project management part.
Adrian. You are right. Technical aspects of a project must be managed as well as the other aspects. But the as usual in project management there is no black or white answers. First of all, when someone moves from SME to PM job, it is necessary to change all former behaviors. Then it is necessary to consider the scope of a project. If we have to manage a pure technical project, it is mandatory for the PM to have a deep knowledge of the technical domain but he/she must focus on managing rather than to try to be "more expert" than the experts that could work on the same project. a technical PM manages but must not be involved in coding (for example). When the project scope is very large then it is mandatory (or at least strongly recommended) that the PM has a good knowledge of the domain. It is necessary for the PM to organize, to lead and to challenge a technical teal. So either there is a technical sub-project manager to guarantee the correctness of the technical solution or the PM must be able to use/understand a common language to get technicians in line.
But in any case, for me a PM must not behave as a SME to keep full management credibility with the team.
I had this discussion with peers many time and I have to recognize it is difficult to agree on a satisfying answer! Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Totally agree that "Project Manager" is overused. Restated, it's a term that's often misunderstood or not clearly defined. When I was job hunting, I learned to quickly ask about the duty description, because not every "project manager" role is created equally.
To list just a few examples, an organization seeking a "project manager" might truly be searching for a senior software developer, a compliance specialist, an executive assistant, a general contractor, a product owner, or a business consultant. There is nothing wrong with any of these positions if that's your career, but if that is what an organization actually needs, it's better to identify that early in the interview. Saving Changes...
Community Champion
