To Be a Good Project Manager

Question: Tell me the most difficult parts about managing a product launch? Look for deep insight into and understanding of PM issues - i.e. dealing with scarce resources, feature creep, etc.

Answer: My experience is consistent with the CHAOS reports from the Standish Group. The major issues deciding software project failure and success are (1) user engagement; (2) executive support; (3) clear business objectives.

In addition to those, I also feel the knowledge gap between business people or management and technical team plays a role. The issue is either business people or management mandate technical solutions for the technical team or technical decisions are not aligned with business strategy.

While processes such as RUP or XP can help to guide development efforts, people in my opinion are the most important factor to be considered in software project management. To certain degree, software development is still an art compared to a standardized activity as in manufacture. Along the same line, the culture of the operating company plays a major role. Any specific project management activity or practice has to be fine tuned with those factors in the operational context.

As far as resources and deadline are concerned, here is my observation: the various estimation method may give a project manager some hints, but only the real-life experience, and the complete knowledge of the team profile can give a project manager the peace of mind. Only knowing the issues, knowing the options for solutions, and knowing the strengths and weaknesses of people in the team can give a project manager the precise estimation. To get rid of all the issues with scarce resources and deadline, a project manager needs to get the estimation right in the first place. Otherwise, whatever the project manager is going to do is really making up for his mistake, and what to be cautioned in this situation is not to blame the team, unreasonably push the team. Instead, the project manager should demonstrate the professional integrity and confront the reality, try to balance the various pillars: scope, resources and quality etc., or to adjust technical implementation strategy (a technically savvy project manager should know all the options available to him and should know the consequences as a result of adopting a specific strategy).

Here comes my conclusion: an ideal technical program manager should have solid technical skills, outstanding leadership, should be savvy in business. It is not enough to just have project management knowledge or general management skills.