Can a PM be successful on an ERP project without being “joined at the hip” with an Enterprise Architect? What is the danger of having a PM who is also an Architect?
George FreemanThought Leader | Author | Architect| Florida, United States
Project Managers who are architecturally savvy/active (business and/or IT) are often presented with a double-edged sword as these qualities are viewed as desirable, but are seen by some as being in conflict with the value prop of a PM. What is the opinion of appropriate balance in this area? Saving Changes...
And they might be right George, as the PM be bias or have a conflict of interest or simply could their judgement. It's a fine line, but even if they are the world's number one expert in a particular area, as long as they are a PM, they should confer and get the opinion from an independent SME. Saving Changes...
Bob PatrinoConsultant/Senior Technical Project Manager| TamazariNewport, KY, United States
In my experience, I have found that there are very different mindsets involved with being an Architect that sometimes doesn't mesh well with the PM skill set. Architects tend to be 'problem solvers', while PM's tend to want the 'herd the cats' vs 'solve the problems'.
I personally value Architects and BA's on my project teams. They provide a very important function in keeping the projects on sound technical footing. However, I have seen when Architects are put in traditional PM roles and they fail, because they lose sight of the bigger picture by getting too far in the weeds solving technical glitches that arise. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Thanks for the thoughts Sante and Bob!
I agree there could be a conflict of interest or an issue with the weeds if a PM goes in “too deep”. However, what I’m speaking to is my belief that a PM should endeavor to be architecturally aware or savvy. That doesn’t mean he/she is the expert, but it does mean they would have the ability to challenge thought in a situation where there are concerns or road blocks. Yes, you can have an “Independent SME” do the challenging, but doesn’t the PM still need enough awareness to reconcile and understand the varying opinions?
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1 reply by Cynthia Clark
Apr 05, 2018 1:58 PM
Cynthia Clark
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I would totally agree George on your statement ", it should be acceptable for a PM to be “architecturally aware or savvy”, no different than it should be acceptable for a Technical Manager/Leader/Architect to be “PM/PL savvy”. In addition, I think it should be encouraged as adding value to one’s ability to collaborate more effectively."
Often starting on a project I don't know much about it, but the more I work with the different groups, the more I understand. I'm able to ask intelligent questions, often looking at things differently and, much like a brainstorming session, come up with an insight those closer or more technically knowledgeable to the project have overlooked.
Saving Changes...
Bhanu ViswanadhaProduct Manager| NetApp Inc. Fremont, Ca, United States
Can you make an experienced nurse a surgeon, NO. If you think Project Management is a profession then you need professionals. An Architect / BSA / Technical Lead / Ex-service Man / Technical resource however great they may be unless they are trained they lack the team skills like collaboration, communication, relationship building which are key skills for success for a Project Manager. Unfortunately majority of the Technical Managers / Leaders view Project Management is a check list / order-taker role.
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1 reply by George Freeman
Apr 05, 2018 12:52 PM
George Freeman
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Bhanu, thank you for your thoughts.
There are strong opinions on this subject because we all have personal experiences with others casting negatively spun viewpoints onto our role as PM’s. However, I don’t think it should be “all or nothing”; in my opinion, it should be acceptable for a PM to be “architecturally aware or savvy”, no different than it should be acceptable for a Technical Manager/Leader/Architect to be “PM/PL savvy”. In addition, I think it should be encouraged as adding value to one’s ability to collaborate more effectively.
We should absolutely stay within our roles and responsibilities on a project, but becoming more knowledgeable in supporting disciplines in my opinion benefits the PM.
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Apr 05, 2018 11:39 AM
Replying to Bhanu Viswanadha
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Can you make an experienced nurse a surgeon, NO. If you think Project Management is a profession then you need professionals. An Architect / BSA / Technical Lead / Ex-service Man / Technical resource however great they may be unless they are trained they lack the team skills like collaboration, communication, relationship building which are key skills for success for a Project Manager. Unfortunately majority of the Technical Managers / Leaders view Project Management is a check list / order-taker role.
Bhanu, thank you for your thoughts.
There are strong opinions on this subject because we all have personal experiences with others casting negatively spun viewpoints onto our role as PM’s. However, I don’t think it should be “all or nothing”; in my opinion, it should be acceptable for a PM to be “architecturally aware or savvy”, no different than it should be acceptable for a Technical Manager/Leader/Architect to be “PM/PL savvy”. In addition, I think it should be encouraged as adding value to one’s ability to collaborate more effectively.
We should absolutely stay within our roles and responsibilities on a project, but becoming more knowledgeable in supporting disciplines in my opinion benefits the PM. Saving Changes...
Cynthia ClarkProgram Manager| Dish NetworkCentennial, Co, United States
Apr 05, 2018 11:19 AM
Replying to George Freeman
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Thanks for the thoughts Sante and Bob!
I agree there could be a conflict of interest or an issue with the weeds if a PM goes in “too deep”. However, what I’m speaking to is my belief that a PM should endeavor to be architecturally aware or savvy. That doesn’t mean he/she is the expert, but it does mean they would have the ability to challenge thought in a situation where there are concerns or road blocks. Yes, you can have an “Independent SME” do the challenging, but doesn’t the PM still need enough awareness to reconcile and understand the varying opinions?
I would totally agree George on your statement ", it should be acceptable for a PM to be “architecturally aware or savvy”, no different than it should be acceptable for a Technical Manager/Leader/Architect to be “PM/PL savvy”. In addition, I think it should be encouraged as adding value to one’s ability to collaborate more effectively."
Often starting on a project I don't know much about it, but the more I work with the different groups, the more I understand. I'm able to ask intelligent questions, often looking at things differently and, much like a brainstorming session, come up with an insight those closer or more technically knowledgeable to the project have overlooked. Saving Changes...
Bhanu ViswanadhaProduct Manager| NetApp Inc. Fremont, Ca, United States
I agree ... PM skills / knowledge should be "T" with the vertical being the PM skills and the horizontal to be other areas that PM need to collaborate. Same for others the vertical to be their primary skill and horizontal to be what makes them successful
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1 reply by George Freeman
Apr 05, 2018 3:03 PM
George Freeman
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Well Put!
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Apr 05, 2018 2:15 PM
Replying to Bhanu Viswanadha
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I agree ... PM skills / knowledge should be "T" with the vertical being the PM skills and the horizontal to be other areas that PM need to collaborate. Same for others the vertical to be their primary skill and horizontal to be what makes them successful
Well Put! Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The problem is the misunderstanding about what enterprise architecture is.As project manager you will take all the product requirements and you will created all the project requirements. To validate and elicit project requirements you have to use the enterprise architecture. I wrote articles about the topic that were published by the PMI and the IIBA as "best practices for best project management and business analysis" (that is the name the section had inside their official publications). Here an example of using it to perform project stakeholder management which is one of those articles. Hope it helps: https://www.projectmanagement.com/blog-pos...th-stakeholders Saving Changes...
