I have more than 7 years of experience in IT industry and computer software where my whole experience is dedicated in MS .Net Technology specially in C#, ASP.Net, Win Forms, Web/WCF services and SQL Server.
I was the part of development team and have experience of leading many development teams. For looking myself in management field, I have done PMP Certification as well.
Now I am loo
Sainath's Advice on Wednesday, December 04, 2013 :
First and foremost, please decide where your interest lies - does it truly lie in the architecture area or is it in the management area. Please check out the below link, we have tried to simplify the debate here.
Key points to remember :
1. Decide where your interest and passion truly lie
2. Evaluate the cost - meaning, in either area, there is a price to pay in terms of learning the job.
3. The era of being a non-technical manager is well and truly over. Agile has brought into focus the role of a Scrum Master which is essentially a "leadership" role and not a typical management role.
4. Whichever area you choose - please remember that you have to actually know and understand both the areas to be effective in today's competitive software dvelopment field. What I mean to say is, I have seen architects developing big egos, crossing swords with the project managers and eventually damaging relationships. I have also seen project managers using their political clout to cut egoist technical architects down to size. Either of the extremes are to be avoided, as both the behaviours are detrimental to the future of the project. Respect the person in the other area, as without him performing his duties correctly, you would not be able to do your own work effectively.
The fastest way for you to become a project manager is to take initiative and commence solving the toughest problems in the project. Some of the things to do are :
1. Train peers and juniors - you should excel in this area and eventually replace yourself. This will prove that you can delegate well and also set up teams - a key leadership requirement
2. Be at the forefront in recruiting new staff
3. Be at the forefront in project planning activities and stakeholder interaction
4. Be at the forefront in providing mature and well thought out answers to any project problems
5. Start solving people problems and conflicts in the project - this is tough. Trust me, I have seen some of the technically most competent persons fail in this very important area and limit their influence. Like any other skill, leading people is also a learnt skill. You cannot excel in project management if this is an area of weakness. Infact, this shouls be an area of strength.
6. Communicate well - both written and verbal. This is important - in both the roles.
If you display good leadership skills, maturity of thinking, ability to take initiative and in general stay positive there is no organization in the world which will not consider you for the profile of a project manager. So the basic idea is to display the required behaviour in action FIRST, and then the designation you desire eventually comes of it's own accord.