I went through the same thing. I hired on as a PM for a company and after 6
months the decision was made that I get some of the tasks done that were
being resource starved. I got a lot of work done and they decided to leave
me in the technical role and hire someone else to be the PM. I found that
while it is great to be able to make the decisions, it is hard to sit by and
see how slowly those decisions get executed. I am working with a good PM now
so like you, I find that to be a much better combination.

On Wed, Jan 20, 2010 at 4:20 AM, Paul Wallace
<[email protected]>wrote:

> This certainly is a great self help group ;o)
>
> I'm going through many of the issues cited by others and the advice
> given is very helpful.  I'm currently battling our management's shiny
> new toy - SCRUM.  They want sprints delivering real customer value
> starting today, but we don't have a single architectural decision
> made, we are still at the "should this be java or .net" stage of the
> project.
>
> One thing that is a catch 22 for an engineer is that it is sometimes
> appealing to take the project management job in order to be able to
> obtain the responsibility to make the technical decisions.  I've done
> this previously, I took the PM job and got to make the decisions. I
> then faced the other issues of double jobbing and long hours.
> Currently I am purely technical and in an "advisory" role so I have to
> be very careful to avoid being labelled as "arrogant, disruptive, non-
> business focused etc".
> Neither role is ideal and it comes down to the old saying "no matter
> what they tell you, it's a people problem".  And I must realize, that
> I am part of that problem.
> My best ever job was when I effectively "partnered" with a PM, he
> trusted my judgement and I totally respected his managerial skills.
> We worked as a team and achieved a great deal and shared the success.
>
> So my advice is to find the right people to work with.  Look for
> trust, mutual respect and complementary skill sets.
>
> Paul
>
>
>
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