There are so many program managers who are just very highly paid administrative assistants to engineering managers. They only schedule meetings and take AIs during the meeting, Engineering leads can easily do these themselves. Program management department can be easily eliminated and transfer those responsibilities to existing engineering leads.
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I was an engineer and I have been a PM for 15 years in 3 companies. I have seen managers and project leads who are very organized, disciplined, detail oriented, good communication and schedule driven. In that case, they don't need a PM. But 90% of the managers and leads are not like that and even if they are, they don't have time to do it. That's why they need ME.
I have to watch the whole project/program, risks, schedule, budget, status, progress...other boring stuffs so you can focus on your tiny area.
They really act like a meeting minutes taking secretaries with lack of technical
Knowledge. Tech leads and PEs can do this very easily. All status is also just compiled from whatever tech leads provide. No need.
Pm and PDM both at qualcomm are completely useless. .they only talk..no productivity of any kind
Interesting thread. I am PMP also who came to Qualcomm after working in PMCOE for large tech company. The lack of PMCOE is one of main problems for development at Qualcomm. I am hopeful this will be remedied quickly.
Actually, QC would be better served with real Mps, but the organization puts the wrong people in those positions. The idea that an ENG should be a PM is not valid. It takes a different set of skills that most ENGS don't have. As a result, QCs PMs don't add much value and truly don't manage. If real PMs existed in QC maybe the organization wouldn't be in such trouble.
You clearly have no clue. "Assistants?" Of course you only see one tiny part of what this profession does. You probably have a similar opinion about Product Managers. You would need to hire the same collective set of people/skills under engineering to do the same job. How does that help?