2008-07-24 02:38 AM
2008-07-25 11:28 PM
2008-07-26 09:18 PM
Michael wrote:Given most company's hierarchy, the project manager IS responsible for the performance of the people on their team, including the speed and accuracy of their work. This person is not a scapegoat. They really are responsible for fixing the issue. It's called "management" for a reason.
The project manager becomes the scapegoat, the firm owner can not understand why the manager can not keep projects on track and within budget, and the CADD manager spends his or her career life trying to correct the renegade's miscues, and everyone wonders why there aren't any year end bonuses.
2008-07-27 12:53 AM
Given most company's hierarchy, the project manager IS responsible for the performance of the people on their team, including the speed and accuracy of their work. This person is not a scapegoat. They really are responsible for fixing the issue. It's called "management" for a reason.I respectfully disagree with the lack of management skills portion, for goodness sake the PM coordinates & manages thousands of decisions to see a project through
The problem is that most architects lack the management skills to handle the situation.
2008-07-27 02:43 PM
Michael wrote:I do now, but it's only been the last few months. I've literally worked at firms from 7 people to 7000 people. Most of my time was at a 50-person firm, which had ZERO renegade users. We may have hired a few, but we also straightened them out.
Sounds as if you may work for a larger company with lots of rungs on the ladder .......
2008-07-30 12:22 AM
2008-07-31 11:07 PM
2009-01-28 10:33 PM
2009-01-29 04:21 PM
2009-05-27 04:53 AM