This time I would like to share my personal collection of manager’s errors which I have been made (at first I wanted to write “errors which I came across” pretending that other managers made them and I only witnessed these stupid errors) for the last 7 years.
This week our PM intern asked me about the best way to write the project status reports. I like when interns ask me questions. I can spend one more working hour speaking about the question topic, work, clients, projects and the hard life of the project managers. If I am lucky I can get up to 7-8 questions per day, so I can be pretty busy with that hard work.
During the last several months our team came across 3 projects with the same issue – customers had the “almost done” project (usually customers state smth like “85%” or “95% done”) but they could not launch it, because the bug fixing process was endless or the “last crucial” feature was almost impossible to implement. Almost all of them were startups. We performed code review for them to be able to answer if we can handle it. From inside the products looked very similar. I think I even could tell all their development history by looking at these layers of code, covering each other like patches in a crazy quilt. We usually ended up with these clients arguing about one question – “Rewrite or do not rewrite all of that”. So I decided to write this post about the BIG rewriting.
Browsing the open PM position vacancies you can find out that employers are looking for project managers who know how to code in just about every existing language (not let than 10+ years of experience) with several technical, not PM, certifications tossed in.
But is it necessary for the PM to be a technical guy? Seems that now almost every company has their own definition of the “project manager” – that can be anything from the pm-secretary to pm-software architect. But let’s use our common sense and find out why there are so many people who insist on PMs having a lot of development experience.