How can get get into project management?
Discussion
I'm currently working in a support role (Operations analyst) for an agency on contract to a large automotive company. My contract had been at risk for some time and in August last year the inevitable happened when I was given notice that my current contract would not be renewed, thankfully however at the 11th hour I somehow managed with the help of a couple of other people to secure another position within the company doing some project management work. It was different to what I had been doing before and I throughly enjoyed the change of direction and challenges it presented, however yet again I now face the proposition of losing my job at the end of the month as this project has come to a close.
What I'm looking for is any advice from anyone with regard to getting further into project management work because as I said I really enjoyed the role and at the same time fear that my current experience mainly with IBM mainframes is in decline and becoming dying trade.
What I'm looking for is any advice from anyone with regard to getting further into project management work because as I said I really enjoyed the role and at the same time fear that my current experience mainly with IBM mainframes is in decline and becoming dying trade.
Don't worry so much about the IBM mainframe side - I've moved between lots of different technologies and it's never been a problem, focus on the PM aspects in your CV not the technologies.
Biggest thing I can think of that would help would be some form of certification - Prince 2 is the big one in the UK. Having Prince 2 gets you past a lot of slave traders as well.
Really difficult to say what else without knowing what area of PM you're looking at and what your experience was in, it's a large subject.
If you'd like to chat about it let me know.
Biggest thing I can think of that would help would be some form of certification - Prince 2 is the big one in the UK. Having Prince 2 gets you past a lot of slave traders as well.
Really difficult to say what else without knowing what area of PM you're looking at and what your experience was in, it's a large subject.
If you'd like to chat about it let me know.
Berw said:
Define 'a project' for me it does not include intalling computor systems, and the capital spend need to be at least 250,000 US$.
Somewhat near-sighted of you then. Most IT projects will include a significant degree of business change, as you generally messing around with processes that are core to doing jobs, and near to folk's hearts. One of my last projects was 25m UKP and burnt an awful lot of change consultants time, all of which needs managing.Sorry I've done 30 years in Project Mangement, most of it at a senior level on big srojects. Some years ago I was head hunted to a computor company, I left after 3 months they had no idea what project managers are, they had implementation managers and task mangers, 20000 pound is a task, and you can't manage 10 projects, if you are you are mangeing 10 tasks. Not short sghted, but annoyed at seeing yet another job title debased. The Project Manager used to run the job, but the title has been debassed so today he is little more than an administrator and we have Project Directors, Project Sponsers etc.
randlemarcus said:
Somewhat near-sighted of you then. Most IT projects will include a significant degree of business change, as you generally messing around with processes that are core to doing jobs, and near to folk's hearts. One of my last projects was 25m UKP and burnt an awful lot of change consultants time, all of which needs managing.
trying to pry the 'as-is' from people's clutches can be great fun 
Berw said:
Not short sghted, but annoyed at seeing yet another job title debased.
Just as well that no one here objects to the english language being debased, eh?Frankly, you are talking tosh. Project value does not correlate with project status. I've worked on some projects that were sub £200k that were well managed, by professionals who knew their stuff; and I've worked on some billion pound projects where the project was barely managed at all.
Berw said:
Define 'a project' for me it does not include intalling computor systems, and the capital spend need to be at least 250,000 US$.
I'm working on a couple of projects at the moment (not as project manager) - they both involve "installing computer systems", and the capital spend totals roughly $15m.(Financial services)
My wife is a Prince 2 certified senior project manager working in Telecommunications.
She has projects ranging from Glasgow down to Plymouth,about 6 in total at the moment.
She has been at the same company for the last 16 yrs and started as an office junior,working her way up to PM about 5 yrs ago.
She works an average 55hr week and is a control freak which has helped her a lot in this role.The company sent her on all her courses.Hard work is the key and,I suppose,a spot of luck also.
Good luck anyway!
She has projects ranging from Glasgow down to Plymouth,about 6 in total at the moment.
She has been at the same company for the last 16 yrs and started as an office junior,working her way up to PM about 5 yrs ago.
She works an average 55hr week and is a control freak which has helped her a lot in this role.The company sent her on all her courses.Hard work is the key and,I suppose,a spot of luck also.
Good luck anyway!
I got into Project Management by working as an engineer on deployment projects and assisitng the PM as much as possble, i was the promoted to lead engineer.
As in contract work this finished but next position started as lead engineer, then by hard work, most of the time 12-15 hour days and going boozing with the programme manager! promoted to engineering support manger over UK and offshore deployments with this very well known global bank.
Three years later project ends.
New job Deployment Manager with large It solution company.
As for qualifications Prince 2 Foundation and practitioner, ITIL Foundation , MCSE for the early engineer stuff.
I would say get the qualifications and be prepared to work anywhere and work hard, it will pay off in the end.
Hope this helps
As in contract work this finished but next position started as lead engineer, then by hard work, most of the time 12-15 hour days and going boozing with the programme manager! promoted to engineering support manger over UK and offshore deployments with this very well known global bank.
Three years later project ends.
New job Deployment Manager with large It solution company.
As for qualifications Prince 2 Foundation and practitioner, ITIL Foundation , MCSE for the early engineer stuff.
I would say get the qualifications and be prepared to work anywhere and work hard, it will pay off in the end.
Hope this helps
Ephraim said:
OP, you might want to look into getting some understanding of basic business analysis concepts too. ITIL, Prince2 and business analysis skills should make you pretty employable.
Is there any BA course that can be done specifically with the financial sector in mind...and something that will go hand-in-hand with Prince 2?I have the time to do this now and a bit of money on the side, so I thought it's best to invest in myself. Most my work has been in the banking operations sector (within commodities) and now looking to up my game!
I have Prince 2 - wouldn't say it was a waste of time but I wouldn't value it highly either. However it does demonstrate you have at least studied PM to a certain level.
I am currently a PM for a £13.5 million contract in central London.
My advice for any one wishing to be a PM is expect long hours, juggle MULTIPLE balls, be a control freak (as mentioned above) but also a people person (you have to carry the team, glad-hand the client but also be prepared to be hated by both sides) and put your hand up to cock-ups but also take the praise.
My maxim is a project is never successful if it is not fit for purpose. Ideally you want it to be on-time, on-budget and fit for purpose. If it's over budget and/or late that's bad but short term pain. It will soon be forgotten if the result does what the client wanted. If the result is not as expected then it will be a daily reminder of how bad the project was and it will ultimately reflect on you.
I am currently a PM for a £13.5 million contract in central London.
My advice for any one wishing to be a PM is expect long hours, juggle MULTIPLE balls, be a control freak (as mentioned above) but also a people person (you have to carry the team, glad-hand the client but also be prepared to be hated by both sides) and put your hand up to cock-ups but also take the praise.
My maxim is a project is never successful if it is not fit for purpose. Ideally you want it to be on-time, on-budget and fit for purpose. If it's over budget and/or late that's bad but short term pain. It will soon be forgotten if the result does what the client wanted. If the result is not as expected then it will be a daily reminder of how bad the project was and it will ultimately reflect on you.
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