HOWTO: ser un buen director de proyecto

Pasos útiles para gestionar un equipo, aprendidos de la experiencia.

How Do I Become an IT/IS Manager?

1. Customer priorities, as set by my group manager. It doesn't matter
   what the clients who request work from my manager think their
   priorities are; it matters only what my manager knows the priorities are. He sees things from a much larger perspective than any individual client.
2. Intra-team communications. We have a weekly meeting, which usually
   only takes about 15 minutes, so that each of us is aware of what the
   others are working on. While this information is usually not
   immediately useful, it often becomes so after a few weeks have passed.
   An example just today is a query I'd written that pertained directly to
   what two of my employees were working on.
3. Conflicts with regular employees. It doesn't matter how many angels
   surround you and your team, there will always be at least one asshole.
   Watch out for this person (male or female, it can be either or both)
   and try to figure out how best to address his or her needs without
   upsetting the other priorities set for your team.
4. Excess of meetings. My own advice: dial in to every meeting to
   which you're invited (assuming the meetings aren't in-person-- if they
   are, you're just screwed). Give the meeting about 20% of your attention
   and continue working on something else with the other 80% (with the
   phone muted, of course). If your name comes up, reverse those
   proportions immediately, then switch back once the conversation's done
   with you. I'm not saying to only give 20% of your energy to any given
   effort. I'm only suggesting that in most meetings, you can listen with
   20% of your attention while continuing to get measurable work done with
   the other 80%. There have been many meetings in which I never did need
   to switch gears at all, for that matter.
5. I work for an intelligent manager (the opposite of a PHB) who has a
   very clear and concise vision toward which he wants our entire group
   (which comprises much more than my contract team) to work. As a result,
   particularly since he is an attendee at my weekly meetings, we are
   slowly but surely able to aim toward that goal.