tag:blogger.com,1999:blog-32935234.post6973608006228083346..comments2024-03-13T07:26:16.781+00:00Comments on The Tao of Project Management: What We Can Do About ItP M Bloggerhttp://www.blogger.com/profile/01209241018488058934noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-32935234.post-18873006556293263002015-07-08T08:28:51.104+01:002015-07-08T08:28:51.104+01:00How very true Nicholas. Many years ago I worked fo...How very true Nicholas. Many years ago I worked for Digital Equipment Corp (as manager of a software engineering group) and had a brilliant software engineer working for me. I was able to promote him onto a higher grade and salary scale than I was on. An advantage of an engineering company that still believed engineering was a career and didn't force people into management as a career progression.<br />Cheers,<br />John.P M Bloggerhttps://www.blogger.com/profile/01209241018488058934noreply@blogger.comtag:blogger.com,1999:blog-32935234.post-68009289460159260112015-07-07T21:09:17.618+01:002015-07-07T21:09:17.618+01:00You're right, project management is one of the...You're right, project management is one of the most underrated skills out there because all too often managers assume anyone can do it (on schedule and on budget, mind you). I'm an engineer who has experienced many times over, the phenomenon of a technically superior engineer reaching the peak of their technical career progression. What's next? Management! It's particularly dangerous in engineering because the stereotypes are often true - many engineers simply do not enjoy human interaction. They can be number crunchers who enjoy running cool science experiments with humans, but emotional intelligence is nonexistent. These good people should remain in the background, because as PM, they can singlehandedly kill a project based on their inability to gain stakeholder alignment and drive it forward. A close second is the disengagement they can cause if they are responsible for one or more direct reports. Managers, keep technical geniuses in their technical worlds - don't make them Managers or Project Managers. If they want to move up and make more money, get creative and create a technical position for them. It's not that hard to retain people if they enjoy what they're doing and feel valued (don't use HR as an excuse, just get it done). Ok, off my soapbox now...Nicholas Snapphttp://imesprojects.comnoreply@blogger.com