Dear Bob ...
We are a medium-sized IT shop (approximately 100 people). One of my managers is retiring next year. My problem is there is no immediate heir apparent. I have a very talented, hard-working group that is a veritable mix of all possible personalities that brings with it personality conflicts.
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Our proudest achievement has been getting this group to work together as a functioning team (most of the time). I'm concerned that this will all unravel following the retirement.
The soon-to-retire manager and I have discussed some alternatives. One involves blending the management of the Java and .Net groups such that one manager handles the "people stuff" and the other manager handles the "project stuff." The remaining manager handles both very well, and the thought is to give her the "people stuff" and find someone else for the project-related work with the assumption that those skills are more easily found in the IT world. Thoughts?
- Not shy, am retiring
Dear Retiring ...
The answer to your question is obvious: You need to bring in an IT organizational specialist to perform a lengthy and expensive study of the whole environment. Interestingly enough, I know just whom you should call. Failing that ...
It's rare when the right question is what the organizational chart should look like. A better question is what the most important work is. You then design the org chart to minimize the number and layers of organizational boundaries that will interfere with that work.
I'm not in love with separating "people" and "project" responsibilities, largely because they're inseparable. Project success depends on human performance; conversely, whoever is responsible for the human side of things will need to understand how each employee performed on projects.