Software Project Management and Training about it ?

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Q. Software Project Management and Training about it ? What are the differences between the software project management role and the software project manager's role? In other words, are there software project management activities that the project manager should perform, activities that should be delegated, and activities that are jointly performed at different levels? Assume a project staff of twenty.

A. -Maybe you should read up on the Project Support Office and what it does. But the PM is responsible for the project, so the PSO should do his bidding -There IS an authoritive book on the subject from the Software Quality Institute Series called "Quality Software Project Management" by Robert T Futrell, Donald F Shafer and Linda I Shafer, ISBM 0-13-091297-2. More info at www.phptr.com. With over 1600 pages in paperback, this is neither light nor casual reading, but I find it useful and valuable (along with "Radical Project Management" by Rob Thomsett. -As a system theorist I also hear what you say about in your other posts about closed system thinking and the mechanistic approach. The problem is Frederick Taylor's scientific management theory. However, been there, done that, and that problem is solved. I was trying to make the point that there are major differences between project management and project manager roles and that there is a need to identify the core project manager processes. The core software project manager process, to me, is boundary management. Boundary management includes clarifying purpose and context, providing strategic direction, managing the environment, coordinating work with other managers, managing the project leads, establishing feedback channels, and adjusting the strategic direction according to changing purpose, results and contexts. I consider the all other tasks project management support tasks that could delegated to project leads, process engineers, estimators, metrics specialists, and other roles although the project manager remains accountability. However, there is a need to identify the project manager support roles including estimating, task management, work planning and monitoring, scheduling and budgeting, personnel management, and the rest in order that the organization can provide the skills, experiences, and knowledge required to perform those activities. There is a difference between knowing what to do and how to do it. While it is great to provide to assign the project management support tasks to those who like to perform the tasks, they must have the skills, training, and experience. -, I think it is a matter of domain affinity and specificity. Some domains are similar to construction so project management knowledge is highly portable. Software projects lack similarity with construction and manufactoring because knowledge artifacts are transferred from activity to another activity instead of solid artifacts. Not only does the core software development tasks require high levels of software development knowledge, the project management tasks require high levels of software project management knowledge. -I disagree with you quite sharply. If I had been expected to have the skilled, training, and experience as a prerequisite for fulfilling most of my responsibilities, I would have siomply been disqualified. Interest qualifies pretty well. Persistence completes much of the requirement. Waiting for someone to be qualified to fulfull the responsibility is, in my opinion, just a license to wait. Some succeed and some fail, but passionate pursuit fills in most of the aggregious gaps in an otherwise disqualifying resume

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