Mastering Project Management as an Engineer: My Journey
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Chapter 1: Balancing Dual Roles
As part of a small startup, one engineer often juggles the development of multiple products. In our case, without a dedicated project manager (PM), engineers and designers take on the responsibilities of both product and project management.
Despite the wealth of information on product and project management, much of it doesn’t account for the complexities faced by those simultaneously serving in both roles. The resources and authority available to a dedicated PM focusing on a single product differ significantly from those of an engineer balancing multiple projects while also handling PM duties.
Consequently, challenges arise from being a concurrent PM, and often the widely available guidance does not apply due to the stark differences in circumstances. This article aims to summarize key considerations I had to navigate as I embraced my dual role.
Section 1.1: Prioritizing Team Success
When presented with tasks, one must choose between immediate issues and team discussions. Personally, I lean towards prioritizing team discussions, as the progress of individual tasks can be stressful for engineers. As a PM, the focus should be on collective results rather than personal achievements. The success of my team reflects my success.
If I can't resolve a specific issue while attending to PM responsibilities, I delegate tasks to another team member. However, asking fellow engineers or designers to manage meetings or schedules can be challenging due to varying levels of information and experience. It’s crucial to remain flexible and avoid becoming a bottleneck in the process. Having a skilled engineer on your team is essential, especially when resources are limited.
Subsection 1.1.1: Avoiding the Temptation of Quick Wins
There’s a natural inclination to focus on tasks that yield immediate satisfaction, such as closing issues or developing features. These visible achievements provide a sense of accomplishment that is often lacking in PM roles. However, I’ve learned to resist this urge and prioritize the overall success of the product and the team.
To effectively convey the importance of my work, it’s necessary to articulate not just what I did, but also why it matters. For instance, instead of merely stating that I checked specifications, I can explain potential risks related to data linking due to existing database configurations.
Section 1.2: Developing a Balanced Mindset
One must avoid the pitfall of sacrificing functionality for ease of implementation. While it’s essential to consider feasibility in project planning, it’s equally critical to recognize when to separate the perspectives of my engineering self from my PM self.
As an engineer, I might see a solution as straightforward, but as a PM, I must evaluate the broader implications and the need for thorough explanations for the team. This dual mindset can facilitate clearer communication and better decision-making.
Chapter 2: Evaluating Skills in Dual Roles
In this video, "5 Key Tips for Engineers Transitioning to Project Managers," experts share insights on navigating the challenges of switching roles, emphasizing skill development and effective communication.
As I delve deeper into project management, I find myself concerned about my engineering skills stagnating. While I am committed to personal development through reading and self-study, I recognize the reality of limited time compared to my peers.
It’s vital to differentiate between the skill sets of an engineer and a PM. By defining aspirations for both roles, I can create a path for growth that acknowledges the unique challenges of each. I’ve learned to embrace collaboration, inviting junior colleagues to take on challenges that can enhance their skills.
In the video "5 Things I Wish I Knew When I Started as a Project Manager," insights are shared about the common pitfalls faced by new PMs and how to navigate them effectively.
Section 2.1: The Importance of Information Flow
In organizations with both engineers and dedicated PMs, the critical nature of product and project management can sometimes be overlooked. Consequently, engineers may miss out on vital information regarding product direction.
To combat this, it’s essential to actively gather necessary information and advocate for transparent communication regarding decisions that could influence product outcomes. Ignoring this could result in a PM who merely relays pre-determined specifications, which can be detrimental to the development team.
A proactive approach, such as setting up notifications for mentions in tools like Slack, can help in quickly identifying and addressing issues across teams.
Section 2.2: Embracing the Role of Engineer and PM
After two years of balancing engineering and PM responsibilities, I’ve come to appreciate the unique challenges and opportunities this dual role presents. While some may perceive it as overwhelming, the experience has broadened my perspective and enhanced my problem-solving abilities.
Regardless of whether one ultimately chooses to focus on engineering or project management, the skills gained from navigating both roles can significantly contribute to creating more valuable services for users.
For those in startups without dedicated PMs, embracing the dual role can open doors to personal and professional growth. I initially joined my company as an engineer without awareness of project management, but my journey has equipped me with invaluable insights that I hope to share with others considering a similar path.
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