Replaced by a Technical PM although I was hired as a PM

[monobrow]

‪Women: Know Your Limits! Harry Enfield - BBC comedy‬‏ - YouTube

[SueEllen]

So, kicked off for being female then?

I have known male PMs who have been kicked off projects for not being "technical enough".

In reality they didn't have the personal skills that the client required. Some of it was down to the person while the other was down to the client being an arsehole.

Oh and only one of the project managers I've worked with who was any good had a technical background, the rest had no technical background.

[JamJarST]

Agreed, I've worked with some very good women PMs (and a few nasty ones) too.

I didn't mean women PM's, I meant non technical PM's, the genedr is irrelevant.

[VectraMan]

There's obviously shades of grey when it comes to technical and non-technical, but what is the use of a largely non-technical PM on an IT project?

WHS. I've worked with a few non-technical PMs who sit quietly in the corner of meetings and then at the end have to ask the senior techy to summarise what was just agreed. Clearly somebody who can keep up and understand technical discussions and issues is a lot more effective.

[jmo21]

WHS. I've worked with a few non-technical PMs who sit quietly in the corner of meetings and then at the end have to ask the senior techy to summarise what was just agreed. Clearly somebody who can keep up and understand technical discussions and issues is a lot more effective.

WHS. with bells on!

I'd say the vast majority of PM's I've worked with are like that.

[lje]

Speaking as a technical PM (and a female one at that...) I couldn't imagine trying to run projects without the knowledge needed to understand the technical solutions and the technical issues which developers are facing. However, there are lots of PMs at my ClientCo who do a good job without this skillset - how they do it is beyond me though!

[Spacecadet]

However, there are lots of PMs at my ClientCo who do a good job without this skillset - how they do it is beyond me though!

All PMs need to do is manage the project which in essence boils down to making lists and keeping those lists up to date and good people skills.
The good PM's i've worked with were not technical in any capacity but they worked at keeping those lists updated and accurate. The only way they can achieve that task is by knowing how to interact properly with a diverse team of technical people. Knowing who to listen to, who's views should be backed up with a second opinion and generally when to spot BS. Although ulitimate responsiblity of setting time scales (and the rest) lies with the PM, all he/she is really doing is digesting all the information they are getting from the team.

[lje]

All PMs need to do is manage the project which in essence boils down to making lists and keeping those lists up to date and good people skills.
The good PM's i've worked with were not technical in any capacity but they worked at keeping those lists updated and accurate. The only way they can achieve that task is by knowing how to interact properly with a diverse team of technical people. Knowing who to listen to, who's views should be backed up with a second opinion and generally when to spot BS. Although ulitimate responsiblity of setting time scales (and the rest) lies with the PM, all he/she is really doing is digesting all the information they are getting from the team.

That's true. But how do you know who is giving you BS? How do you know which risks are more important than others? How do you know the questions to ask the developers to make sure that they are taking everything into account? I'm not saying that a non-technical person can't do it - I'm just saying that for me having technical knowledge is essential in the way I do my work.

[Spacecadet]

That's true. But how do you know who is giving you BS? How do you know which risks are more important than others? How do you know the questions to ask the developers to make sure that they are taking everything into account? I'm not saying that a non-technical person can't do it - I'm just saying that for me having technical knowledge is essential in the way I do my work.

A lot of that including the BS spotting comes down to people skills.
As for the rest - the (no -tech)PM will need a senior technical person on the team to act as technical lead. Good PM's (IMO) know they are part of the team and that project management is a function within the team.

[SueEllen]

All PMs need to do is manage the project which in essence boils down to making lists and keeping those lists up to date and good people skills.
The good PM's i've worked with were not technical in any capacity but they worked at keeping those lists updated and accurate. The only way they can achieve that task is by knowing how to interact properly with a diverse team of technical people. Knowing who to listen to, who's views should be backed up with a second opinion and generally when to spot BS. Although ulitimate responsiblity of setting time scales (and the rest) lies with the PM, all he/she is really doing is digesting all the information they are getting from the team.

There lies the problem with some PMs.