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Why IT Managers Need Project Management Skills   Resources

Started May-14 by MRCROSSROADS; 139 views.
MRCROSSROADS
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From: MRCROSSROADS

May-14

WALTER784

From: WALTER784

May-24

This article just screams of sheer stupidity if you ask me.

How does one become management without managerial skills? One of those managerial skills being managing all the projects the teams under you are performing?

I started learning project management with the team I was working on a project with. We all had task sheets, timelines and checkoff points to ensure our project were on time. Then I got promoted to sub-chief, then chief, then assistant manager and finally manager. While I was sub-chief and chief, I taught others under me about PM and how to fill out the forms and ensure the work was all completed on time.

How can one become a manager without PM skills? It just baffles me that one can become manager without PM skills!

It's just so common sensical if you ask me that I find the article really stupid to say the least.

FWIW

MRCROSSROADS
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From: MRCROSSROADS

May-25

In my experience it's just been "next man up" without regard to PM skills. And where I worked for the past 12 years before getting this new job/position, we only had a few real projects that required actual PM skills. So I guess it depends on the job. Many managers just manage people and standard everyday work. Other jobs involve taking on actual projects.

I only have what little PM experience that I do because I ran my own business on the side for 5 years. And of course now I'm in the thick of it and self-teaching myself fast!

WALTER784

From: WALTER784

May-26

Well, the last 8.5 years before I retired, I was outsourced to a very large and famous multinational retail company. During those 8.5 years, we had over 32 projects that were all managed with trained PMs. And we had weekly videoconference PMO meeting calls too. As I was working in Japan, our PMO call center was APMEA (Australia), other countries had theirs in EU, North America, Central/South America, etc. 

Each region around the world had one expert PMO officer who helped all the countries in their region work through missing things, providing advice about how to improve visibility of some not very well understood issues to bring them to light and figure out whether it would cause a delay in the project or not, etc.

We were running multiple projects simultaneously and most of them were quite large projects. (i.e. Providing free wifi in 3,500 stores, merging two data centers into one, replacing over 30,000 POS terminals, upgrading Windows servers to Linux servers, replacing a voice phone switchboard, etc.)

Everything was coordinated globally and bad experiences in some corners of the earth were a lesson of how to not do certain things certain ways and how to ensure those same problems didn't happen in other countries.

FWIW

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