Showing posts with label pm. Show all posts
Showing posts with label pm. Show all posts
Monday, April 5, 2010
How does a PM differ from a TM?
There are enough questions posted about the need of TM being a PM and PM also being a TM.
The confusion arises because of the misunderstanding of the roles and responsibilities of a PM. A PM is supposed to plan, manage and control the different aspects of a Project namely, Scope, Time, Cost, Quality, Risk, Human Resource and Communications (as per the PMBOK). So if we go by this standard also technology is not involved.
Wednesday, March 17, 2010
Do you want to jump in to the project management role?
Here are some snippets for the Project leads and as well as for seniors who want to have a quick revision from project management interview perspective. Note, there is nothing like theoretical interview. Be practical!
It starts with basics of project management fundamentals like ROI, stake holders, MOU, SDLC, CAR, DAR, traceability matrix and then improve towards more sophisticated aspects. Defect density and Control Charts are few high level question areas.
Estimation is the most frequented section during project management interviews. You should be able to explain various aspects is dedicated to estimation. Ensure you understand the most used estimation methodology like COCOMO, LOC, Function points and Use case points. Most practical approach is WBS - work breakdown structure, or Delphi. Here the users / developers give the idea of development time, and you take the average of 30% + 70% of the worst and best timings estimated, as an example, that I have used.
Many project managers fall out when it comes to answer aspects on schedule management. Groovy area. Most of the times, the sales folks, would have committed to a date, even before you start. So you have to plan with loading of the project very clearly. Use many trainees as possible, which will not get affected in the GPM ( Pross Project Margin ) in a services company.You need to be thorough on schedule management covering fundamentals like EST, LFT, EFT, LST, PERT, GANT and Monte Carto. We are sure by knowing these fundamentals you can not slip. Make sure you understand Microsoft Project, even if you are managing through MS Excel!
You need to understand costing. It comes from the GPM, on the cost of project. You cannot spend more than what the project has been bid for. The costing management interview covers the most asked fundamentals like Earned value, planned value and Actual cost with some real examples. Read on risk management which covers basics like DR and BCP.
CMMI which has evolved as a very matured and standard process across IT industry is the biggest talk during project management interviews. Understand on CMMI covering maturity levels, staged and continuous representation, SCAMPI, PII and full details explanation of all CMMI KPA (Key Process Area).
Six sigma is catching up very fast in the IT industry and also one of the most frequented section during project management interviews. Understand the scope of various practical implementations in particular to the software industry. If possible, log on to net and join a Six Sigma group on Linkedin, Insidetech etc... You will get enough basics, and try to apply to various scenarios what you come across in a day to day work life. At least knowledge of six sigma is expected from any Project Manager.
Agile and XP has caught lot of attention in the recent times. Understand various topics like Agile, XP, AXEUM, FDD and LSD. Also do not forget the various development methodologies which was used in olden days, like Waterfall method, V curve method ( mostly for maintenance ) and the serial module development.
Go through standard templates and software by which you can gain an insight of project management tools.
Ensure that you read your resume thoroughly, where there are catchy words, and try to remember those, to answer well. Interviewer catch them fast, before you! So understand them well.
If you are just started applying, pass your resume to a good friend, or compare with his, by which you can get a fair idea of how to prepare a resume, if there are any mistakes and correct it before sending out in the market from a project management job perspective. At times, the consultant might suggest to add or update certain section to have the company short list you.
In short, here are the basic points you need to take care Resume Contents - Basics of Project Management - Risk Management - Schedule Management - Costing - Estimation, Metrics and Measure - CMMI - Six Sigma - Agile Development ( Methodologies ) and last but not the least, don't forget to say few things nice about your present / last company!
--
Regards
Vijayashankar
It starts with basics of project management fundamentals like ROI, stake holders, MOU, SDLC, CAR, DAR, traceability matrix and then improve towards more sophisticated aspects. Defect density and Control Charts are few high level question areas.
Estimation is the most frequented section during project management interviews. You should be able to explain various aspects is dedicated to estimation. Ensure you understand the most used estimation methodology like COCOMO, LOC, Function points and Use case points. Most practical approach is WBS - work breakdown structure, or Delphi. Here the users / developers give the idea of development time, and you take the average of 30% + 70% of the worst and best timings estimated, as an example, that I have used.
Many project managers fall out when it comes to answer aspects on schedule management. Groovy area. Most of the times, the sales folks, would have committed to a date, even before you start. So you have to plan with loading of the project very clearly. Use many trainees as possible, which will not get affected in the GPM ( Pross Project Margin ) in a services company.You need to be thorough on schedule management covering fundamentals like EST, LFT, EFT, LST, PERT, GANT and Monte Carto. We are sure by knowing these fundamentals you can not slip. Make sure you understand Microsoft Project, even if you are managing through MS Excel!
You need to understand costing. It comes from the GPM, on the cost of project. You cannot spend more than what the project has been bid for. The costing management interview covers the most asked fundamentals like Earned value, planned value and Actual cost with some real examples. Read on risk management which covers basics like DR and BCP.
CMMI which has evolved as a very matured and standard process across IT industry is the biggest talk during project management interviews. Understand on CMMI covering maturity levels, staged and continuous representation, SCAMPI, PII and full details explanation of all CMMI KPA (Key Process Area).
Six sigma is catching up very fast in the IT industry and also one of the most frequented section during project management interviews. Understand the scope of various practical implementations in particular to the software industry. If possible, log on to net and join a Six Sigma group on Linkedin, Insidetech etc... You will get enough basics, and try to apply to various scenarios what you come across in a day to day work life. At least knowledge of six sigma is expected from any Project Manager.
Agile and XP has caught lot of attention in the recent times. Understand various topics like Agile, XP, AXEUM, FDD and LSD. Also do not forget the various development methodologies which was used in olden days, like Waterfall method, V curve method ( mostly for maintenance ) and the serial module development.
Go through standard templates and software by which you can gain an insight of project management tools.
Ensure that you read your resume thoroughly, where there are catchy words, and try to remember those, to answer well. Interviewer catch them fast, before you! So understand them well.
If you are just started applying, pass your resume to a good friend, or compare with his, by which you can get a fair idea of how to prepare a resume, if there are any mistakes and correct it before sending out in the market from a project management job perspective. At times, the consultant might suggest to add or update certain section to have the company short list you.
In short, here are the basic points you need to take care Resume Contents - Basics of Project Management - Risk Management - Schedule Management - Costing - Estimation, Metrics and Measure - CMMI - Six Sigma - Agile Development ( Methodologies ) and last but not the least, don't forget to say few things nice about your present / last company!
--
Regards
Vijayashankar
Tuesday, September 16, 2008
Basix of PM
Basic of Project Management as different groups....
But as a true Manager, I like the 4th and the 5th, and quite like to question 1, 2 and 3.
Source - PMI.org and my own experience
- Initiation Process Group
- Planning Processes Group
- Execution Process Group
- Controlling Processes Group
- Closing Processes Group
But as a true Manager, I like the 4th and the 5th, and quite like to question 1, 2 and 3.
Source - PMI.org and my own experience
Basix of PM
Basic of Project Management as different groups....
But as a true Manager, I like the 4th and the 5th, and quite like to question 1, 2 and 3.
Source - PMI.org and my own experience
- Initiation Process Group
- Planning Processes Group
- Execution Process Group
- Controlling Processes Group
- Closing Processes Group
But as a true Manager, I like the 4th and the 5th, and quite like to question 1, 2 and 3.
Source - PMI.org and my own experience
Friday, August 8, 2008
Project management ability
Software development does aid in ones own ability to manage projects.
As an IT leader myself, I've seen and worked with many newly minted managers- and minted a few myself. I'm not going to try to classify managers here- but I will say that a good manager is a mix of many qualities- subject matter expertise, people skills, political skills- all are important. What does *not* seem to be important, across many managers I've worked with, is where and how those skills were developed. How they are applied is. If the manager is to be in charge of a highly technical IT environment, and that manager only knows a small portion of that environment, it will be harder- but, if that person has solid leadership skills, and is willing to do the homework, most of the 'downside' will be internal to the individual- they'll feel like they're drowning, for a couple of months, until they develop a network.
On the other side, some people just cannot break out of their mold- they're solid technology people, perhaps even gifted in a certain area- but lack people skills, or political savvy. Sometimes, a new manager will make the assumption that they're now the expert in everything, making themselves look foolish- and they seem to have no idea how foolish they look.
So, to get to your question directly- if you are considering a career in IT management, first assess your abilities in leadership- preferably, have someone external make that assessment, and determine if you have the requisite leadership skills first. After that, remember to stay humble and rely on your network- and you'll be on the right path. It's no detriment to be limited in a given skillset- IT is a huge area, with many sub specialties- and you will never be expected to cover them all more than superficially.
****
I'm making the assumption that the "software experience" you refer to is "hand coding software", or "the software that the company I work for might make" - and not specific pieces of software that are endemic to any IT department, like AntiVirus, Inventory management, CRM, Office tools, Document management, email, webserver software, etc. If this assumption is incorrect, then I absolutely think it would be a detriment to the manager's career in IT.
If the assumption is correct, then I believe the best option might involve seeking a position with a company outside of the tech space, like Law, Healthcare, Academia, etc., and of a significantly large size; where there may be several folks with specialized knowledge and responsibilities over their fields that could minimize your interactions with their areas of software.
I would generally counsel against this approach though, because IT management is generally a business function - and understanding your customers needs is a critical component of success in this career. An IT manager that understands the company's software is uniquely positioned to tailor his/her skills to the environment, which results in better process and prioritization. Demonstrating this ability at one organization after another is likely to advance the manager's career quickly, as any hiring manager would quickly see the obvious value.
So it isn't necessarily a roadblock, but it just changes the opportunities the manager might have to pursue.
****
No... but they had better have some tech skills (as you indicated) and some solid project management bonafides ( or be able to show me they are VERY willing to learn).
As an IT leader myself, I've seen and worked with many newly minted managers- and minted a few myself. I'm not going to try to classify managers here- but I will say that a good manager is a mix of many qualities- subject matter expertise, people skills, political skills- all are important. What does *not* seem to be important, across many managers I've worked with, is where and how those skills were developed. How they are applied is. If the manager is to be in charge of a highly technical IT environment, and that manager only knows a small portion of that environment, it will be harder- but, if that person has solid leadership skills, and is willing to do the homework, most of the 'downside' will be internal to the individual- they'll feel like they're drowning, for a couple of months, until they develop a network.
On the other side, some people just cannot break out of their mold- they're solid technology people, perhaps even gifted in a certain area- but lack people skills, or political savvy. Sometimes, a new manager will make the assumption that they're now the expert in everything, making themselves look foolish- and they seem to have no idea how foolish they look.
So, to get to your question directly- if you are considering a career in IT management, first assess your abilities in leadership- preferably, have someone external make that assessment, and determine if you have the requisite leadership skills first. After that, remember to stay humble and rely on your network- and you'll be on the right path. It's no detriment to be limited in a given skillset- IT is a huge area, with many sub specialties- and you will never be expected to cover them all more than superficially.
****
I'm making the assumption that the "software experience" you refer to is "hand coding software", or "the software that the company I work for might make" - and not specific pieces of software that are endemic to any IT department, like AntiVirus, Inventory management, CRM, Office tools, Document management, email, webserver software, etc. If this assumption is incorrect, then I absolutely think it would be a detriment to the manager's career in IT.
If the assumption is correct, then I believe the best option might involve seeking a position with a company outside of the tech space, like Law, Healthcare, Academia, etc., and of a significantly large size; where there may be several folks with specialized knowledge and responsibilities over their fields that could minimize your interactions with their areas of software.
I would generally counsel against this approach though, because IT management is generally a business function - and understanding your customers needs is a critical component of success in this career. An IT manager that understands the company's software is uniquely positioned to tailor his/her skills to the environment, which results in better process and prioritization. Demonstrating this ability at one organization after another is likely to advance the manager's career quickly, as any hiring manager would quickly see the obvious value.
So it isn't necessarily a roadblock, but it just changes the opportunities the manager might have to pursue.
****
No... but they had better have some tech skills (as you indicated) and some solid project management bonafides ( or be able to show me they are VERY willing to learn).
Project management ability
Software development does aid in ones own ability to manage projects.
As an IT leader myself, I've seen and worked with many newly minted managers- and minted a few myself. I'm not going to try to classify managers here- but I will say that a good manager is a mix of many qualities- subject matter expertise, people skills, political skills- all are important. What does *not* seem to be important, across many managers I've worked with, is where and how those skills were developed. How they are applied is. If the manager is to be in charge of a highly technical IT environment, and that manager only knows a small portion of that environment, it will be harder- but, if that person has solid leadership skills, and is willing to do the homework, most of the 'downside' will be internal to the individual- they'll feel like they're drowning, for a couple of months, until they develop a network.
On the other side, some people just cannot break out of their mold- they're solid technology people, perhaps even gifted in a certain area- but lack people skills, or political savvy. Sometimes, a new manager will make the assumption that they're now the expert in everything, making themselves look foolish- and they seem to have no idea how foolish they look.
So, to get to your question directly- if you are considering a career in IT management, first assess your abilities in leadership- preferably, have someone external make that assessment, and determine if you have the requisite leadership skills first. After that, remember to stay humble and rely on your network- and you'll be on the right path. It's no detriment to be limited in a given skillset- IT is a huge area, with many sub specialties- and you will never be expected to cover them all more than superficially.
****
I'm making the assumption that the "software experience" you refer to is "hand coding software", or "the software that the company I work for might make" - and not specific pieces of software that are endemic to any IT department, like AntiVirus, Inventory management, CRM, Office tools, Document management, email, webserver software, etc. If this assumption is incorrect, then I absolutely think it would be a detriment to the manager's career in IT.
If the assumption is correct, then I believe the best option might involve seeking a position with a company outside of the tech space, like Law, Healthcare, Academia, etc., and of a significantly large size; where there may be several folks with specialized knowledge and responsibilities over their fields that could minimize your interactions with their areas of software.
I would generally counsel against this approach though, because IT management is generally a business function - and understanding your customers needs is a critical component of success in this career. An IT manager that understands the company's software is uniquely positioned to tailor his/her skills to the environment, which results in better process and prioritization. Demonstrating this ability at one organization after another is likely to advance the manager's career quickly, as any hiring manager would quickly see the obvious value.
So it isn't necessarily a roadblock, but it just changes the opportunities the manager might have to pursue.
****
No... but they had better have some tech skills (as you indicated) and some solid project management bonafides ( or be able to show me they are VERY willing to learn).
As an IT leader myself, I've seen and worked with many newly minted managers- and minted a few myself. I'm not going to try to classify managers here- but I will say that a good manager is a mix of many qualities- subject matter expertise, people skills, political skills- all are important. What does *not* seem to be important, across many managers I've worked with, is where and how those skills were developed. How they are applied is. If the manager is to be in charge of a highly technical IT environment, and that manager only knows a small portion of that environment, it will be harder- but, if that person has solid leadership skills, and is willing to do the homework, most of the 'downside' will be internal to the individual- they'll feel like they're drowning, for a couple of months, until they develop a network.
On the other side, some people just cannot break out of their mold- they're solid technology people, perhaps even gifted in a certain area- but lack people skills, or political savvy. Sometimes, a new manager will make the assumption that they're now the expert in everything, making themselves look foolish- and they seem to have no idea how foolish they look.
So, to get to your question directly- if you are considering a career in IT management, first assess your abilities in leadership- preferably, have someone external make that assessment, and determine if you have the requisite leadership skills first. After that, remember to stay humble and rely on your network- and you'll be on the right path. It's no detriment to be limited in a given skillset- IT is a huge area, with many sub specialties- and you will never be expected to cover them all more than superficially.
****
I'm making the assumption that the "software experience" you refer to is "hand coding software", or "the software that the company I work for might make" - and not specific pieces of software that are endemic to any IT department, like AntiVirus, Inventory management, CRM, Office tools, Document management, email, webserver software, etc. If this assumption is incorrect, then I absolutely think it would be a detriment to the manager's career in IT.
If the assumption is correct, then I believe the best option might involve seeking a position with a company outside of the tech space, like Law, Healthcare, Academia, etc., and of a significantly large size; where there may be several folks with specialized knowledge and responsibilities over their fields that could minimize your interactions with their areas of software.
I would generally counsel against this approach though, because IT management is generally a business function - and understanding your customers needs is a critical component of success in this career. An IT manager that understands the company's software is uniquely positioned to tailor his/her skills to the environment, which results in better process and prioritization. Demonstrating this ability at one organization after another is likely to advance the manager's career quickly, as any hiring manager would quickly see the obvious value.
So it isn't necessarily a roadblock, but it just changes the opportunities the manager might have to pursue.
****
No... but they had better have some tech skills (as you indicated) and some solid project management bonafides ( or be able to show me they are VERY willing to learn).
Saturday, July 19, 2008
Subscribe to:
Posts (Atom)