You pose a good question. Been PM'ing for 12 yrs. And I think tech knowledge IS an asset. And here's why:
PM work requires, more than anything else, GREAT COMMUNICATION. Your dev background will actually help you IF you realize that dev knowledge is only a small (but possibly very valuable)component of the job.
PM'ing (well done) is basically project COLLABORATION with you as the communication nexus (and planner, and work coordinator and supervisor and advocate for dev and advocate for mgmt/S&M).
In other words, you need to have:
- Great communication skills
- excellent business analysis
- reasonable technical analysis skills
- intimate knowledge of the SDLC
- infinite patience with everyone
- balls of iron (because you often have to say no to a variety of folks - nicely, but firmly)
- good knowledge of development best practices
- how to listen more than talk
- basic PM skills (plans, resource mgmt, pm methodologies and best practices)
In that context, your dev background is a huge benefit - not an encumbrance. As long as you are willing to leave the developers mindset behind and assume your new mental role: as a support resource for your dev team AND the business players.
Now, how many PM's have all that knowledge overall or do their work in a way that serves the dev team well and the business well? Only a small handful that I have ever known.
The secret ingredient: you must become an intelligent and attentive facilitator of a huge dialogue which, ideally, includes almost everyone from customer support to sales to exec to dev and QA (and customers, if you have the access.
The more you involve the whole team, respect and use whatever input you can AND provide frequent reality checks for everyone, the better the productivity and the better the product.
This is why you often work with PM duds: mgmt does not understand project management and therefore often does not know who to hire - so they pick someone with 'pm' on their resume.
There is a lot more to (really good) pm than technical or development background, but your dev background is not a liability - it's an asset, as long as you remember it is only a small part of your skillset as a PM.
BTW, my background includes: UNIX/Network sys admin, Oracle DBA, Web Dev, Perl/CGI (only a little), a little PL/SQL, shell scripting, business analysis, technical analysis plus I am a hobby programmer, having played in assembler, C, Perl, Java. So I am pretty sympathetic to where you are coming from.
don't be discouraged period (no 'but'). Just remember the big picture of great PM'ing is going to use a lot more than your dev skills.
Hang in.
Slashdot Mirror
posted my note before i read yours. excellent overview/reality check. now i feel redundant ;-).
never mind - it's all good.
You pose a good question. Been PM'ing for 12 yrs. And I think tech knowledge IS an asset. And here's why: PM work requires, more than anything else, GREAT COMMUNICATION. Your dev background will actually help you IF you realize that dev knowledge is only a small (but possibly very valuable)component of the job. PM'ing (well done) is basically project COLLABORATION with you as the communication nexus (and planner, and work coordinator and supervisor and advocate for dev and advocate for mgmt/S&M). In other words, you need to have: - Great communication skills - excellent business analysis - reasonable technical analysis skills - intimate knowledge of the SDLC - infinite patience with everyone - balls of iron (because you often have to say no to a variety of folks - nicely, but firmly) - good knowledge of development best practices - how to listen more than talk - basic PM skills (plans, resource mgmt, pm methodologies and best practices) In that context, your dev background is a huge benefit - not an encumbrance. As long as you are willing to leave the developers mindset behind and assume your new mental role: as a support resource for your dev team AND the business players. Now, how many PM's have all that knowledge overall or do their work in a way that serves the dev team well and the business well? Only a small handful that I have ever known. The secret ingredient: you must become an intelligent and attentive facilitator of a huge dialogue which, ideally, includes almost everyone from customer support to sales to exec to dev and QA (and customers, if you have the access. The more you involve the whole team, respect and use whatever input you can AND provide frequent reality checks for everyone, the better the productivity and the better the product. This is why you often work with PM duds: mgmt does not understand project management and therefore often does not know who to hire - so they pick someone with 'pm' on their resume. There is a lot more to (really good) pm than technical or development background, but your dev background is not a liability - it's an asset, as long as you remember it is only a small part of your skillset as a PM. BTW, my background includes: UNIX/Network sys admin, Oracle DBA, Web Dev, Perl/CGI (only a little), a little PL/SQL, shell scripting, business analysis, technical analysis plus I am a hobby programmer, having played in assembler, C, Perl, Java. So I am pretty sympathetic to where you are coming from. don't be discouraged period (no 'but'). Just remember the big picture of great PM'ing is going to use a lot more than your dev skills. Hang in.