How many PMs do you need?
PM Clinic: Week 20 discussion summary
On many projects, the estimation for how much time development and testing require are based on clear requirements and some kind of process. But how should an organization decide how many project managers are needed for a given project? Should there be some kind ratio to the number of developers/testers? Are there different flavors of project managers that are needed in different ratios (E.g. "project manager" vs "program manager" vs something else)?
(Note: Currently about 30% of the pm clinic list are Microsoft employees. Microsoft has a strong project management and leadership role called Program manager, often referred to as PM. Large projects at Microsoft can have 20 or 30 people in this role each driving a single feature area of a product, with a group program manager managing all of their work. Some of the advice on this thread assumes a similar PM type role).
David Gorbet made the point that most projects can ship without PMs. The question is how much time or quality is lost without a dedicated leader / coordinator / manager.
Most people agreed there are many factors involved: the kind of work, the strengths/weaknesses of the programming team, and the culture of the organization. We also agreed that ratios were the easiest rule of thumb to work from.
You can not manage what you can not measure
The difficulty of measuring the effort of leaders/managers came up several times. PMs focus on the tasks that are harder to estimate: convincing people of things, keeping people in sync, putting out various kinds of fires, fighting for resources, coming up with ideas, and making tough tradeoff decisions.
Mark pointed out that if you want to estimate how many PMs you need, you have to carefully outline what you expect them to do. Even if you can't measure it, you can estimate how much time per day they'll spend on given tasks. And once you have one PM, you can gauge how close those estimates are to reality and know what to expect from a second or third PM (Assuming of course that first PM adds value and doesn't just get in the way).
The Howell formula for estimating PM time:
PM time = (number of features * (design/spec/project manage + non-feature requirements + communicate and clarify + industry/government engagement – strong engineering lead design/spec/project manage + customer engagement*number of customers)) * 4 (if cross group dependencies) + process improvements + schedule management + time spend ‘just being an employee’ (answering email, etc.)
How to estimate project management type work
Here's a checklist (mostly from Gareth) for helping estimate how much project management type work a project has:
Remember: it's hard to estimate how many programmers, testers or any role
Berkun mentioned that every conversation he's heard about estimating the number of testers or programmers needed were just as fuzzy. It's important to realize that for any kind of skilled work a good worker will be 5 or 10 times as productive as an average worker (Weinberg documented this for software programmers in his book Psychology of Computer Progamming). For fun, get several lead programmers or lead testers in a room and ask how they estimate their staff needs for a new project.
Neil Enns, Edwin Marin, David Gorbet, Tim Bishop, Mark Colburn, Gareth Howell, J Kremer, Scott Berkun (editor)
PM Clinic discussion group
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