When a project is delivered on time, within budget, and produces the expected value for a company, it is not necessarily the result of "good management".
This is why "bad managers" survive in our industry, far too often a manager's performance is measured on the success of the projects they are "accountable" for.
I believe the responsibility of a "manager" is to provide support to the people they "manage", which can take on many forms. e.g.
- Hiring additional staff to handle the current workload at the desired cadence.
- Influencing the stake holders so the business priorities benefit their employees (and indirectly the company).
- Providing emotional or moral support to their staff.
- Being a source of motivation through exuding passion, or setting an example that their staff aspire to.
This is why "bad managers" survive in our industry, far too often a manager's performance is measured on the success of the projects they are "accountable" for.
I believe the responsibility of a "manager" is to provide support to the people they "manage", which can take on many forms. e.g.
- Hiring additional staff to handle the current workload at the desired cadence.
- Influencing the stake holders so the business priorities benefit their employees (and indirectly the company).
- Providing emotional or moral support to their staff.
- Being a source of motivation through exuding passion, or setting an example that their staff aspire to.