Project Management Central
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![]() Apr 11, 2017 6:48 PM
Replying to Sergio Luis Conte
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That is the problem: thinking that it depends on the industry. A project manager must not be a subject matter expert. When we accept that we accept that the project manager is not a project manager. Is a leader, expeditor or any other type defined into the PMBOK but not a project manager.
![]() Apr 11, 2017 8:17 PM
Replying to Ruben Dario Abello Medina
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Hello Arif, I agree with you, a PM without deep knowledge, should consult SME or PM technology, and they maybe not always available. I think that is better that the PM has his own knowledge and can contribute to the project, not only directing plans and team, but guide them through his own experience.
And in some projects the PM need to know about the theme to guide it in the best way ![]()
It is always ideal to have a project manager who also has technical knowledge of the project or the sector. This makes it easier for him to understand technical decisions and how they lead to the execution of the project. As an energy specialist, I would say I have been more successful in managing energy projects because I understand to the complexities, value-driving factor and the needs of the clients. While it may be difficult to find someone with both skills, it is always ideal.
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1 reply by Arif PUNJWANI
Apr 18, 2017 6:34 PM
Arif PUNJWANI
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Hello Emmanuel, thank you very much for your feedback. This is also my point of view. Thank you.
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Deepesh Rammoorthy
ICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood Service
Tarneit, Vic, Australia
Talking purely in an IT Projects world , I work well in an environment where I lead the Technical Delivery of IT Solutions and there is an overall Business Project Manager who focuses on Business Outcomes of the Project.
I absolutely need the soft skills of a Business PM as well as the understanding of the Technical aspects of project delivery. I don't get my hands dirty with the low level technical stuff , for example , i don't have to focus on the Classes that are implementing the business logic in the piece of code that my project is delivering. But I need to know the type of defects that were encountered and how long it would take to resolve them and how it is going to affect my project time, cost and scope. I also need to have an overall high level understanding of the architecture of my solution and how it fits in with the Enterprise Architecture. ![]()
John Tieso
Author, Lecturer in Business Management| The Catholic University of America, Busch School of Business & Economics
Arlington, Va, USA
Apr 10, 2017 4:49 PM
Replying to Sergio Luis Conte
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A project manager is like an orchestra director: she/he must have knowledge for each involved instrument but she/he must not be an expert for each instrument.There are a lot of examples outside there about the benefit one or other approach (expert vs knowledge) get to any type of projects. Is a paradox for lot of people: in one said they have complains about the project manager role is consider tactic in their organizations. On the other side the same people firmly believe that a project manager must be an expert in one field. If the organization consider that you are an expert in one field forget about the organization will consider you in the side of strategy.
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It is always good for a Project Manager to have some technical knowledge which might help in some decision making.
An individual acting both as a Project Manager and Technical expert might lead to many items on the todo list and might result in loss of focus. Project Management is more focussed on achieving the project objectives within the given constraints without much emphasis on the technology aspect whereas Technical expert is more concerned about the technology solution being implemented. Both the roles are equally demanding. Combining the two responsibilities might add to the stress levels of the individual as well as can impact the output. Having two separate individuals adds to the cost of the project, so the overall cost aspect of the project also comes in the picture. If the project size is small and technically less demanding to be executed over a short period of time then having a single person performing both the roles can be feasible option. ...
1 reply by Arif PUNJWANI
Apr 18, 2017 6:38 PM
Arif PUNJWANI
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Hello Kaustubh, thank you very much for your feedback and I understand your point of view. Thank you for sharing.
![]() Apr 12, 2017 5:00 AM
Replying to Emmanuel Aziebor
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It is always ideal to have a project manager who also has technical knowledge of the project or the sector. This makes it easier for him to understand technical decisions and how they lead to the execution of the project. As an energy specialist, I would say I have been more successful in managing energy projects because I understand to the complexities, value-driving factor and the needs of the clients. While it may be difficult to find someone with both skills, it is always ideal.
![]() Apr 18, 2017 10:45 AM
Replying to Kaustubh Joshi
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It is always good for a Project Manager to have some technical knowledge which might help in some decision making.
An individual acting both as a Project Manager and Technical expert might lead to many items on the todo list and might result in loss of focus. Project Management is more focussed on achieving the project objectives within the given constraints without much emphasis on the technology aspect whereas Technical expert is more concerned about the technology solution being implemented. Both the roles are equally demanding. Combining the two responsibilities might add to the stress levels of the individual as well as can impact the output. Having two separate individuals adds to the cost of the project, so the overall cost aspect of the project also comes in the picture. If the project size is small and technically less demanding to be executed over a short period of time then having a single person performing both the roles can be feasible option. ![]()
They say the worst patients in a hospital are doctors and nurses themselves, but I contend that being in the know forces resources to perform at optimal. Having a technical background will help when translating IT jargon to non-technical stakeholders. If you can explain the technical 'why' to a non-technical stakeholder (in plain language) without having to say 'uh...I'll get back to you on that', you will be worth your weight in gold. On the flip side, technology staff will be less likely to try and pull the wool over your eyes as well (not that any would, right?). Have you ever heard of anyone going to the mechanic for their car and having an absurd story told to them: "Your taillight fluid is low and your muffler bearings are worn"? If you were a mechanic, they wouldn't pull that baloney. If you are adept at Information Technology, IT staff won't pull anything either.
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1 reply by Arif PUNJWANI
Apr 19, 2017 5:33 PM
Arif PUNJWANI
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Hello John, thank you for your feedback. I also share your point of view. Understanding the "technical matter" will help a lot. Thank you for sharing!
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Anton Oosthuizen
Senior Business Analyst / Project Manager| Self Employed
Pretoria, Gauteng, South Africa
Do you need both? No. Is it better to have both? Depends on the project parameters. Is it better to have a single PM with skills? Absolutely since it allows the person to see the bigger picture no matter where they stand.
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1 reply by Arif PUNJWANI
Apr 19, 2017 5:40 PM
Arif PUNJWANI
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Hello Anton, thank you for your feedback. I share your feedback and you described in nicely in three shorts points. Thank you for sharing.
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