[webproducers] Re: Why managers will replace "web producers"
- From: Traci.Johnson@xxxxxxxxxxxxx
- To: webproducers@xxxxxxxxxxxxx
- Date: Fri, 12 Dec 2003 15:55:09 -0500
Anyone familar with the Belbin Roles?
Anyway, great "personality" profile type of thing is attached. The
descriptions can be a bit negative, but you get the gist.
The purpose of this test is to be used in a group setting. Idea behind it
is that a good team has each of these roles on it (or members that service
as two of the roles sometimes). The job of the project lead is to identify
who on their team is what role, then draw their natural role out in the
group environment -- all for the better of the project. For example, your
"Plant" is your idea person, they need to be involved in the beginning for
ideas/brainstorming -- but don't give them any detail work that needs to be
completed on time. Anyway, I've found a person with a mix of
"implementor", "co-ordinator" and/or "completer/finisher" make good
producers.
Enjoy!
Traci
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|| "C L" | |
|| <cl888@xxxxxxxxxxx> | To: |
|| Sent by: | webproducers@xxxxxxxxxxxxx |
|| webproducers-bounce@f| cc: |
|| reelists.org | Subject: [webproducers] Re: |
|| | Why managers will replace "web producers" |
|| 12/12/2003 02:45 PM | |
|| Please respond to | |
|| webproducers | |
|| | |
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Well Said. I've been in several different positions as both project
manager
and producer, with the only differentiation being that I focused more on
being hands on for the front-end as a producer and more on
proposals/budgeting/documenting as a PM. I think trying to get programmers
to track hours in general is pretty hard, as most don't seem to be
comfortable with it. I find that many programmers find it difficult to
stipulate exactly which hours went into which project, if they're working
on
several projects simultaneously (almost always).
As you've mentioned, good producers are more born than trained, as I think
it's more about particular personality and work traits. A good producer
should be able to see the entire forest and the trees (you don't have to
see
each leaf, but every tree), also knowing that if one tree gets burned,
there's still a forest, but the fire might spread.
Personally, I tend to be fairly technical, probably since I'm not a total
creative myself (started out coding and not designing). I've done stints
where I did strictly design and others where I've done strictly
coding/programming, but mostly, I've done a good mixture of both. So am I
a
technical that can't manage creatives or a creative that can't manage
technicals? Hmm... Hopefully I'm good at managing both the creative and
technical (which I feel is one of my strengths at any rate).
Speaking of running companies, I've been meaning to ask - what's the
general
climate out there? I've been isolated in working with a non-profit and
freelancing strictly with past clients. I'll be re-entering the workforce
full-time next year (hopefully - as long as I can find work), so I'd
appreciate any comments.
Chang Lee
>From: "Katherine Gray" <kat@xxxxxxxxxxxxxxxxxxxx>
>Reply-To: webproducers@xxxxxxxxxxxxx
>To: <webproducers@xxxxxxxxxxxxx>
>Subject: [webproducers] Re: Why managers will replace "web producers"
>Date: Fri, 12 Dec 2003 11:21:09 -0800
>
>I totally agree. Since I run my company I don't have to worry about those
>things like I used to, but that was my number one reason why I wanted to
>run the show. At my last gig I was the producer for a small creative shop
>that was acquired by a large technical staff-aug company. After the
merger,
>I was supposed to be responsible for a schedule and a budget for projects
>where half of my team (the programmers) didn't actually report to me, but
>to the tech lead, and I never had access to their hours spent! And the
tech
>director told them they didn't actually have to track hours! It was a
joke.
>Of course, it all ended rather dramatically in late 2000.
>Michael, my favorite from your list is number 2. You have to have good
>instincts to do this job. It's making me more and more convinced that good
>producers are born (and made better with experience) and that it's very
>difficult to take someone from say, sales or marketing, and turn them into
>a producer. And not just because of the lack of technical background. We
>concentrate on front-end work so I'm never as concerned about this and
>actually find that former programmers tend not to manage creatives very
>well. It's just hard to teach people how to navigate a project with their
>antennae up and teach them to be cautious and always thing ahead to the
>consequences of a decision without being a micromanager and driving
>everyone crazy.
> ----- Original Message -----
> From: Ari Feldman
> To: webproducers@xxxxxxxxxxxxx
> Sent: Friday, December 12, 2003 4:23 AM
> Subject: [webproducers] Re: Why managers will replace "web producers"
>
>
>
> interesting. the term "producer" has been ambiguous since 1997
> or so. i've held that title since but did 99% of what you
> outlined below.
>
> of the points you mentioned, having total responsibility for a
> given project and the team's actions *but* not being able to
> burn people for screwing around or institute change has and
> continues to be one of the most frustrating aspects of the role.
>
>
>
> --- Michael James Pinto <michaeljamespinto@xxxxxxxxx> wrote:
> > --- Katherine Gray <kat@xxxxxxxxxxxxxxxxxxxx> wrote:
> > > As we're hiring new producers and developing our training
> > methodology, one of our advisors has
> > > asked us to define what a good producer/project manager
> > looks like. What are the qualities and
> > > skills you all think define a good producer?
> > > I'll start:
> >
> > I think producer seems to be a code word for a
> > "manager who has the risks but not the power to
> > make change". I blame books like the "Mythical
> > Man Month" for the view of managers being equal
> > to programmers, or even in supportng roles. This
> > point of view played a direct role in many failed
> > dot.bomb projects.
> >
> > Here is my post dot.bomb qualifications:
> >
> > 1. The ability to identify slackers and fire them.
> > 2. The ability to smell BS a mile away.
> > 3. Revolts against "not invented here".
> > 4. If managing programmers, should have programmed
> > in the past.
> > 5. Attention to detail.
> > 6. Can write worth a damn.
> > 7. Can say "NO" but not piss off.
> > 8. Knows how to research.
> > 9. Knows how to say "I don't know the answer to that,
> > but I'll find out."
> > 10. Won't build a Ferrari when you need a Honda Civic.
> > 11. Can explain the technical in plain English
> > sans buzz words but not be patronizing.
> > 12. Can track a project without a "management program".
> > 13. Can take good notes.
> > 14. Proactively organizes, but not goldbricking.
> > 15. Calls the client before the client calls them.
> > 16. Understands the need for QA.
> > 17. Understands "critical path".
> > 18. Doesn't procrastinate.
> > 19. Stops mission creep.
> > 20. Get it in writing, put it in writing.
> >
> > I submit the above is not a "producer" but is a
> > classic description of a manager. I will never hire
> > a "web producer" or create a job with that description.
> > Like the job title "webmaster" what web producers did
> > will evolve into different roles.
> >
> >
> >
> >
> >
> >
> > =====
> > Michael James Pinto | http://www.vm.com | http://www.anime.com
> >
> >
> > Upgrade to Clark: http://www.clark04.com |
> > http://www.nyforclark.com
> >
> > Join my list on the arts & technology:
> > http://groups.yahoo.com/group/EIA_list
> >
>
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> >
>
> =====
> --------------------------------------------
> --------- www.arifeldman.com ---------
> --------------------------------------------
>
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(See attached file: belbin_roles.doc)
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