A project manager acts as the primary link between business and technical teams. A project manager is responsible for maintaining the project schedule, developing project estimates, working with external teams and tracking project issues. The project manager belongs to either the technical team or the project management office (PMO). The project manager works with business teams, technical teams, business counterparts, testing resources, vendors and infrastructure teams.

A project manager is often challenged with diagonally opposite views from the business side and technical side. A project manager’s success depends on balancing the needs and emotions of both sides.

Understanding the Requirements
A project manager must familiarize with the project’s requirements as defined by the business or product managers. This will help you understand the business vision behind the project. You will need this knowledge while negotiating with the technical teams.

Understanding the Technical Landscape
A project manager must also understand the technical systems, resource skills and infrastructure capabilities available for the project. Business teams come up with expectations that are sometimes beyond the capabilities of the technology team. It is the responsibility of the project manager to understand the technical capabilities available to the project.

Walkthrough of Business Requirements
This is a critical step in the project delivery process. The project manager must invite members from the business team, technical team, testing team, infrastructure team and vendors. The project manager must encourage the various stakeholders to ask questions about the requirements. Any prototypes available must be demonstrated in this meeting. The project manager must find answers to all questions resulting from the requirements walkthrough. The project manager must get the final version of the requirements approved by all stakeholders.

Managing Conflicts in Timelines and Budgets
All project managers will face the conflicts arising from shortened timelines and limited budgets. Business teams typically demand many features that are nearly impossible to deliver within short timeframes. The project manager must work with business and technical teams to prioritize the requirements. If the project is executed in a product development organization, then the project manager could utilize agile methodologies to deliver projects incrementally. In this case, the project manager may be required to act as a scrum master to facilitate scrum meetings between various stakeholders.

The Art of Saying “No”
As a project manager, you may be forced to say “no” to demands from both business and technology teams. However, it is important to create a win-win situation for all parties when you are faced with conflicting demands. You can work with the stakeholders individually before bringing all parties together. Most stakeholders prefer to work together. The success of a project manager depends on how effectively he or she can bring out the best in everyone, driving everyone towards a common goal.

Finally, the job of a project manager is not to satisfy the demands from all corners. The project manager must identify the essential deliverables that will meet the business needs, with a solid understanding of what is possible within the limits of technology.

Related:

Smart Project Management: Best Practices of Good Managers

Is Agism an Issue in IT?

One of the most significant developments of mankind has been the art of writing. The earliest type of writing was in the form of graffiti and paintings on rocks and walls of caves. The first people who engaged in writing are reported to have been Sumerians and the Egyptians around 3500-3200 BC.[i] Early writing of this type was in the form of cuneiform and hieroglyphics. After that, writing emerged in different styles and form per the different societies and differences in expression.

Words are magical. They have preserved records of civilizations. They express desires and dreams and thoughts. But why write at all? What was or is the motive for writing? People write for different reasons. Some write because they have something to say; something to share with others, to inform. Others write to share their feelings.

George Orwell claimed there are four main reasons why people write as depicted below:

·         Sheer Egoism: According to this concept, people write because they want to be talked about; they want to reveal their cleverness. People who are motivated by sheer egoism desire to be counted among the top crust of humanity such as scientists, artists, politicians, lawyers and successful businessmen who are always putting their thoughts in print.

A business rule is the basic unit of rule processing in a Business Rule Management System (BRMS) and, as such, requires a fundamental understanding. Rules consist of a set of actions and a set of conditions whereby actions are the consequences of each condition statement being satisfied or true. With rare exception, conditions test the property values of objects taken from an object model which itself is gleaned from a Data Dictionary and UML diagrams. See my article on Data Dictionaries for a better understanding on this subject matter.

A simple rule takes the form:

if condition(s)

then actions.

An alternative form includes an else statement where alternate actions are executed in the event that the conditions in the if statement are not satisfied:

if condition(s)

then actions

else alternate_actions

It is not considered a best prectice to write rules via nested if-then-else statements as they tend to be difficult to understand, hard to maintain and even harder to extend as the depth of these statements increases; in other words, adding if statements within a then clause makes it especially hard to determine which if statement was executed when looking at a bucket of rules. Moreoever, how can we determine whether the if or the else statement was satisfied without having to read the rule itself. Rules such as these are often organized into simple rule statements and provided with a name so that when reviewing rule execution logs one can determine which rule fired and not worry about whether the if or else statement was satisfied. Another limitation of this type of rule processing is that it does not take full advantage of rule inferencing and may have a negative performance impact on the Rete engine execution. Take a class with HSG and find out why.

Rule Conditions

There are many excellent opportunities for IT professionals to present themselves to corporate entities for future consulting positions. You can find yourself in your next consulting engagement if you are willing to combine your IT skill-set, a good amount of corporate research and a bit of old fashioned moxie. Contrary to popular practice for applying for jobs through placement agencies and recruiters, it’s possible to meet with hiring managers, representing your firm, you, directly.

Although recruiters may not take a fee directly from you, the fact that they charge a fee for their services to a company after your placement may keep them from being able to place you. On the other hand, corporations searching for individuals with advanced knowledge of IT functions cannot rely on the friends and family of current employees to find superior consults in all fields.

What are some other options? First take the time to research corporations you would like to consult with. Look for the ones that most likely are complementary to your area of expertise because of the goods they produce or the services they provide to the public. Or you may opt to choose a company that is geographically close to where you live for the convenience of a short daily commute.  

Another way to find your next consulting job is to actively scan the news and see what corporations are making waves within their individual marketplaces. This is a good indicator of possible expansion and the need to hire on a contractual basis. Another good indicator of a need for IT professionals is a mention of a company relocation or expansion. Growth or renovation of office environments is often accompanied by a modernization of IT systems. Current IT team members may not be relocating or might not be familiar with systems other than the ones they already service.

Do as much research as possible about each corporation from their own websites and other sources dedicated to their particular field of endeavor. This gives you the edge in being able to speak about the IT systems they already have in place or your ideas for adapting their line of work or new product with the use of an IT system advancement. Their websites will often have a list of their corporate management. Make sure you address your cover-letter and resume to not only the Director of Human Resources, but to all executives in charge of their IT departments. Be specific in your abilities and the fact that you can be flexible with hiring arrangements.

Attend job fairs that have an emphasis on the more technical fields. When possible, also circulate your resume both digitally and in paper format to smaller and mid-sized companies. These corporations may not be able to maintain their own full-time IT group for fiscal reasons and your consulting prowess may be able to “save the day” for them in an emergency. You can become part of a corporate team on your own; all it takes is additional work on your part. However after your consultant job placement, you will be pleased that your efforts have succeeded so well.