Project Management: Cyber Security -- Construction
Discussion
Strangely my focus in on programme/project management of cyber security projects.
The easy element of the change would be the project governance - documentation, RAID, reporting, cost/forecast, planning.
What I think would get in your way would be the knowledge/experience side of things within the construction industry, pitfalls, quick wins and in turn your estimates - time/cost would be way out.
I know for me looking at tech pm roles rather than cyber it's hard to get a sniff as there will always be someone with more relevant experience.
I'll be watching this thread to see what others suggest.
The easy element of the change would be the project governance - documentation, RAID, reporting, cost/forecast, planning.
What I think would get in your way would be the knowledge/experience side of things within the construction industry, pitfalls, quick wins and in turn your estimates - time/cost would be way out.
I know for me looking at tech pm roles rather than cyber it's hard to get a sniff as there will always be someone with more relevant experience.
I'll be watching this thread to see what others suggest.
I am a project manager in oil & gas design/construction.
The biggest challenge will be the absence of a technical engineering or construction background. The tendency in the business is to come up through this route & then the project management skill set is grafted on once you have done your time so to speak. There tends to be an expectation that the PMs can talk the technical stuff, rather than just the management. It's not impossible, but getting an initial opening would be hard.
The biggest challenge will be the absence of a technical engineering or construction background. The tendency in the business is to come up through this route & then the project management skill set is grafted on once you have done your time so to speak. There tends to be an expectation that the PMs can talk the technical stuff, rather than just the management. It's not impossible, but getting an initial opening would be hard.
JLammy said:
Thanks for the replies so far.
In terms of technical experience, I have a degree in Aerospace Engineering, but of course, irrelevant to construction. Are there any courses which would support this transition? Preferably short courses and not a full degree/masters...
Check out the CITB, its the Construction Industry Training Board, they may be able to helpIn terms of technical experience, I have a degree in Aerospace Engineering, but of course, irrelevant to construction. Are there any courses which would support this transition? Preferably short courses and not a full degree/masters...
GT03ROB said:
So what would one of those earn?
dependent on level. But junior would be on $70-90k. Senior $150-200k and advanced $200-300k. Numbers are for US based hence in dollars but I am sure translate to London and some other locations in the UK.People in finance think they get paid comparable wages to other industries. We don't. I am very aware of that having moved from a very senior role in another industry to a relatively junior role and still kept my salary.
h0b0 said:
GT03ROB said:
So what would one of those earn?
dependent on level. But junior would be on $70-90k. Senior $150-200k and advanced $200-300k. Numbers are for US based hence in dollars but I am sure translate to London and some other locations in the UK.People in finance think they get paid comparable wages to other industries. We don't. I am very aware of that having moved from a very senior role in another industry to a relatively junior role and still kept my salary.
GT03ROB said:
h0b0 said:
GT03ROB said:
So what would one of those earn?
dependent on level. But junior would be on $70-90k. Senior $150-200k and advanced $200-300k. Numbers are for US based hence in dollars but I am sure translate to London and some other locations in the UK.People in finance think they get paid comparable wages to other industries. We don't. I am very aware of that having moved from a very senior role in another industry to a relatively junior role and still kept my salary.
h0b0 said:
The numbers I gave are all for single contributor (no reports). But, it sounds like there is scope to transition into your industry with out taking a big hit. However, oil and Gas has traditionally been one that pays well. It is also an industry that makes it difficult to get in unless you start from the very bottom.
Who is the project manager in finance managing if he has no direct reports?? 
The point about experience you make is true for most of construction, which is the point I was making above. Project management in construction is not about Prince / Agile or whatever the current buzz words are, it's more about knowing technically how to actually design & build something rather than knowing how to administer that process.
GT03ROB said:
h0b0 said:
The numbers I gave are all for single contributor (no reports). But, it sounds like there is scope to transition into your industry with out taking a big hit. However, oil and Gas has traditionally been one that pays well. It is also an industry that makes it difficult to get in unless you start from the very bottom.
Who is the project manager in finance managing if he has no direct reports?? The point about experience you make is true for most of construction, which is the point I was making above. Project management in construction is not about Prince / Agile or whatever the current buzz words are, it's more about knowing technically how to actually design & build something rather than knowing how to administer that process.
Tasks they may do include......
Identify stakeholders
Set up meetings
Take and distribute minutes of the meeting
Track the project on Microsoft project
Write the scope document
Etc
PMs do not have direct authority but try and make stakeholders accountable. They facilitate not direct.
I’m not a PM.......
PMs have a very mixed reputation because some are utterly worthless.
h0b0 said:
That’s an interesting clash of terminology. A PM as per PMP certification manages a project. In Finance 99% of PMs don’t have reports. They track the project and make sure it’s on time.
Tasks they may do include......
Identify stakeholders
Set up meetings
Take and distribute minutes of the meeting
Track the project on Microsoft project
Write the scope document
Etc
PMs do not have direct authority but try and make stakeholders accountable. They facilitate not direct.
I’m not a PM.......
PMs have a very mixed reputation because some are utterly worthless.
...and therein will lie the biggest challenge..... the scope of responsibility will be completely different. In construction we have people that do what you describe for us. We direct, manage, lead. Each project will have a PM with P&L responsibility for that project. Pm's in construction are not facilitators, they carry authority & accountability.Tasks they may do include......
Identify stakeholders
Set up meetings
Take and distribute minutes of the meeting
Track the project on Microsoft project
Write the scope document
Etc
PMs do not have direct authority but try and make stakeholders accountable. They facilitate not direct.
I’m not a PM.......
PMs have a very mixed reputation because some are utterly worthless.
As a capital equipment PM (with experience in bespoke machinery for Nuclear; Oil & Gas; Power Generation and Food Packaging) I agree with Rob.
A PM defines / receives the brief / cost model and after due diligence drives the project and the team.
The PM is accountable for achieving the deliverables and the benefits - hopefully in accordance with the original cost model, broadcasting progress to interested stakeholders and keeping an audit trail of how and when and to what extent the wheels fell off and wherever possible taking steps to stop the wheels falling off.
Whilst others may be the project Mechanical / Electrical / Automation leads, the PM has to have a sound knowledge of their individual "subject" areas and the industry so (s)he can make informed decisions based upon the information in front of them and to ensure that the customer does not think the PM is a witless fool.
That sound knowledge also prompts the bulls
t meter / risk calculator which helps a great deal during due diligence and during the design / implementation / commissioning stages of the project.
A PM defines / receives the brief / cost model and after due diligence drives the project and the team.
The PM is accountable for achieving the deliverables and the benefits - hopefully in accordance with the original cost model, broadcasting progress to interested stakeholders and keeping an audit trail of how and when and to what extent the wheels fell off and wherever possible taking steps to stop the wheels falling off.
Whilst others may be the project Mechanical / Electrical / Automation leads, the PM has to have a sound knowledge of their individual "subject" areas and the industry so (s)he can make informed decisions based upon the information in front of them and to ensure that the customer does not think the PM is a witless fool.
That sound knowledge also prompts the bulls
t meter / risk calculator which helps a great deal during due diligence and during the design / implementation / commissioning stages of the project.Gassing Station | Jobs & Employment Matters | Top of Page | What's New | My Stuff