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That beats me. If I have to guess, I'd venture to say dealing with ambiguity is truly hard. As a production manager, you need to have unique insights on the mar
by g9yuayon 8y ago
That beats me. If I have to guess, I'd venture to say dealing with ambiguity is truly hard. As a production manager, you need to have unique insights on the market you're interested; you need to capture future trend; you need to understand human psyche, you need to convince your company to take risks and invest into something that does not necessarily have a future, you need to build trust with both the engineering team and the management, and you should be analytical enough produce supporting numbers. Many of such activities are ambiguous in nature, and getting clarity and buy-in out of such ambiguity is in high demand in the current market.
On a side node, engineers do sometimes need to function as PMs to build great product.
- deleted 8y ago[deleted]
- ecnahc515 8y agoIn my (limited) experience; a lot of our best PMs were once engineers, and they usually transitioned to PM roles because it let them actually execute on their visions, in addition to potentially more career growth potential.
- paulie_a 8y agoProject managers having an engineering background is definitely beneficial, but should also be in their past. They should not be actively coding on the project. It's not a split role of managing and developing.
- metaphor 8y agoI don't think the parent implied "actively coding on the project"...at the very least, I interpreted "execute on their visions" as having been granted the authority to direct the pursuit of business endeavors that previously didn't exist. I'm also of the opinion that a technical manager who purposely relegates engineering to a forgotten past is one who is pragmatically posturing for premature obsolescence; an axe in denial who refuses the occasional sharpening cannot be discerned from a rusty shovel and will sooner dig his own grave.