There is a tendency among some organizations to demand highly specific experience and qualifications in hiring project managers. In some cases this makes sense as specific domain knowledge may be appropriate and lead to decreased ramp-up time. When taken to extremes, however, the value is quite arguable, potentially negative, and raises doubts about the organizations' understanding of project management.
For example, one posting (found via Google search today) for an IT (technical) project manager included in the requirements a PMP (Professional Project Manager) certification as well as technical (hands-on coding) certifications in Java, J2EE, Oracle, SQL Server, Unix, VB, .NET, and ASP. A Bachelor's degree is required with a preference for a Master's degree and 2 - 6 years working experience in IT. This is, admittedly, an extreme example but serves to make the point and it is a real posting.
Certification Silly
Someone in the organization doing the hiring for that position is remarkable unclear on certifications. The PMP credential, for example, requires 5 years documented, verifiable project management experience (+high school diploma) or 3 years documented, verifiable project management experience (+Bachelor's degree) plus 35 hours of accredited project management education within the past year in order to qualify for the four-hour, multiple choice exam.
That is only the minimum needed to qualify for the exam, not what is needed to actually earn the credential. Many candidates take the courses, study for and take the exam multiple times before receiving the credential.
Credentials or certifications in the technical areas listed above require training, and testing and may also require experience. At the minimum experience level listed (2 years in IT) it is unlikely that that more than one or perhaps two of the technical certifications could be achieved. It is obviously impossible to earn the PMP credential in that time since, even with a Bachelor's, three years experience in project management is required.
At the maximum experience listed (6 years in IT), it is still highly unlikely that all qualifications are met by a single individual... not impossible, but extremely unlikely. For one thing, the probability of finding all those technical skills in use by one individual at one organization at the level needed to achieve certification within the given time frame is just off the chart. For another it's difficult to actually hold a full-time job while training, studying, and sitting for all those exams.
Beyond the extreme, obviously fantastical postings like the one above, there is a more serious point in all this. Take for example a more common requirement seen with some regularity: "IT Project Manager with recent Java certification and hands-on coding experience." This is not uncommon and raises several questions about the organization, the project, and the job itself.
The Job
First, look at the job itself. A project manager assigned to a large effort, or a couple of medium efforts, or 4 - 5 small efforts is fully engaged -- 100%+ -- in just doing the basics required of project management. It's 40 - 60 hours a week; maybe more at times. Where does writing code come in? How does writing code become a project manager's task?
Answer: It doesn't, and, it doesn't.
Domain knowledge is useful... even critical at times but that does not mean what some organizations seem to think it means. A software development project manager who completed numerous successful projects over the past few years with a verifiable background and references is superbly qualified to manage similar projects. If they spent the past few years writing code, they were not a project manager (someone else was) and are not qualified.
The Project
Second, look at the project. If code is being written by someone called "the project manager," then they aren't the project manager and someone else is managing the project. The project may be "all about" writing software but managing the project isn't.
Who's writing code for this project? Where are the programmers? The analysts? The technical "lead?" Are there no experienced hands on deck for this project?
If the coders on the project team require coaching in their programming language, that means there are no functional or team managers capable of providing this support. The organization should hire team managers and get their house in order before embarking on this project.
Analysis of the project from the posted job description for the project manager shows this project is doomed. Roles are poorly defined, the scope is not clearly understood by the stakeholders, the project goals are misaligned, the right resources are not on board, and functional management is non-existent or incapable of supporting the effort.
The Organization
Third, look at the organization. Organizations who expect project managers to compile code are not looking for a project manager. They're looking for a lead developer, team lead, or combination functional manager and project manager. The organization is, therefore, confused about the value of project management as well as the role of programmers, analysts, developers, and line managers. They are more than likely confused about other things as well.
With the notable exception of start-ups where one person is filling many roles in the nascent organization, roles become more specialized for a reason: The role requires full-time focus and specialized skills, experience, and background for success. Organizations ignore this axiom at their peril.
There are other possible explanations from the organizational stand point. For example, they may not, in fact, actually want a project manager. The organization needs someone to assume the title so the organization looks good in an audit or so executives can say to their Board of Directors, "Yes, we're using Project Management best practices... look at all our project managers!" In any event and regardless of the rationale, success is unlikely for the project, the executives, or the organization using this tactic.
Wrap Up
How many job descriptions for Graphic Designers say "Must have three years experience building pencils?"
How many times while interviewing a building architect does the question come up, "When was the last time you made a brick and where did you get your certification in brick making?"
How many times does a job description for a plumbing assistant require, "experience building pipe wrenches?"
Does a sales person for a liquor distributor need to be able to run a distillery? Grow grain?
When these kind of requirements are put in the context of job descriptions or roles with greater general understanding, the oxymoron becomes obvious.
Domain knowledge is one thing -- understanding the structural characteristics of different grades of brick for an architect or builder; understanding the architecture of .NET applications for a project manager -- but going to the extreme lessens the value received and increases the risk of project failure greatly.
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