What is the biggest drag on your time and effort as a PM?
Hi, I'm doing some research for a product, primarily around how technical PMs handle their work life.
Wanted to understand a few things but the key item is understanding the biggest drag on the time of a PM? What do you find yourself doing more and more that shouldn't take as much time as it does?
Also if you have time then these are the other questions:
2. What do you find are the consistent barriers to program/project success you see repeated?
3. If there was one piece of information a product could give you that would make your life easier related to your engineering teams, what would it be? interesting - how have you managed to deal with those? especially the fuzzy brain syndrome?
has it also affected how performance and reporting is perceived by the managers? since moving goalposts and unclear agendas would also mean that it would affect performance in reports and project reviews There is no cure for fuzzy brained managers, especially if they are friends with the upper managers. I simply took minutes in meetings and presented requests to be signed by relevant managers. For the most part they declined. But I filed them anyway. Being a contractor sooner or later I declined to renew / extend my contract and moved on.
The two, in my experience, are highly correlated. As much as I try, I've never been able to enforce the discipline of demanding meeting agendas to be written up and circulated with at least 2 days notice. Maybe its my extreme bad luck, but I've had too many fuzzy thinkers as managers. #1 Meetings
#2 Managers who won't put anything into writing and keep changing their minds.