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Getting Relevant to Get Results
Abstract
Project management tools and talk can leave technical contributors bored, resistant, or outright rebellious. Are project managers and technical team members hopelessly far apart? Or do we just have a language and perspective problem? Experience from the field says it's the latter.
What this is
To technical team members, management often seems like overhead, not valuable work. (And sometimes, they have a point). But all successful projects actually exhibit an effective integration of good development practices, astute technical decisions, and value-added use of project management techniques. The key to implementing effective project management with your technical teams is to make them partners in the big picture and bring their technical concerns to the forefront. Then show them how integrated, effective management can eliminate the things they hate worst on projects and make their technical work and their careers successful.
Why it's useful
This paper uses examples from actual projects to show how to make project management relevant to your technical teams. It covers the top issues these team members and their technical managers typically have with project management. It describes how your team will look and perform when management of the project and accomplishment of the technical work are properly integrated. And it covers the concrete steps you may have to take to change attitudes and habits and make this a reality.
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