Kramer vs Kramer

The reality of project management is simple. A project manager has a project he/she’s responsible for. The project can span across multiple teams, areas, resources, whatever you want to call them (just use the name managish enough). The responsibility of the manager is to deliver the project, in majority of cases within the given budget (manhours). The mythical man-month rule can be applied to deliver it faster by simply throwing more resources…

On the other hand, one may take a look at the teams and products. There’s one thing about team and product – they are bound and it’s quite interesting to see the cross-functional team delivering the whole product experience and simply being happy because of the created product. It’s a natural thing to be happy because of your own creation. We all know it: build the house, etc…

And here goes Kramers! Pulling the team from one to another, arguing about behavior only from his/her project point of view, trying to match the high-level goals and estimates and discussing who paid for the ice cream, I meant, who is responsible for providing time to learn a new technology or fixing this or that.

Kramers may think that they just fulfill some orders, or that they’ve been given some kind of a power over others, but the question which everyone should answer is how is Billy.