PMcrunch

Here are some points about whether and how a non-technical PM can succeed on a technical project..

1. If a project is LARGE enough to support a team that has all of the requisite technical skills, then a non-technical PM could possibly work.  [tag]Smaller projects[/tag] require more breadth, and less specialization, among team members, and so the PM might need to wear more of a technical hat.
2. While I agree that plopping a technical person into the PM role could be disastrous, it may be advantageous to have a technical person that has later been trained in PM and has had, at a minimum, lead experience.  Many of the important details in technical projects are…TECHNICAL, and a technical personal will be well equipped to handle them if they also have the project management perspective firmly mastered.
3. It is important to consider learning curve.  No 2 projects are exactly the same, so there will always be learning on the part of every team member.  On of the key [tag]risk management[/tag] strategies that can be employed at the outset is to build a team that has an ‘ideal’ amount to learn.  In my mind, ‘ideal’ means that there is a definite stretch factor for all team members, but that it is comfortably within grasp.  This needs to be considered not only for each team member, but also for the PM.  So, for example, is a non-technical PM has been 1. working in the industry, 2. leading similar size projects, 3. demonstrates a comfort level working with technical people, and 4. is very strong at the PM - especially as outlined in the article - then they are a good candidate to manage the project.

Note that a non-technical PM will likely be desirable only when there is not a proven technical PM available.

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John Reiling

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