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Alexander Belkavets

Delivery Manager in Tech | IT Management Consultant | Mentor

Alexander Belkavets is a seasoned IT project manager with expertise in managing complex projects from inception to execution.

He has a diverse skill set covering web, mobile, and IoT technologies and has experience working with on-site, remote, and hybrid teams.

Alexander excels at bridging the gap between technical teams and non-technical stakeholders to ensure successful project delivery.

With a background in web development and telecommunications engineering, he brings a unique blend of technical knowledge and project management skills to his roles.

Alexander has held leadership positions at reputable organizations such as Paysera, ITRex Group, ScienceSoft, Softeq, Intellectsoft, and TUT.BY Media.

His journey in the industry started with roles like PHP Web Developer at Acumium LLC and programmer/analyst intern at Sony Creative Software.

Committed to client collaboration, Alexander explores innovative strategies to effectively implement clients' ideas in IT projects.

Highlights

Aug 20 · linkedin

Recently, with one of my mentees, we were discussing again the never-ending controversial question, "Technical background: how much of it does an IT PM need?"

Over the last couple years, I've seen the market and the role of the Project manager change in companies of varying sizes. Whereas before PM had to be more of an administrator, doing people management, monitoring, and controlling along with communication and process customization, now PM's are required to have a bit more insight into what's going on on the technical side of things to spot problems on the engineering side in time and be able to discuss technology-related issues with the client.

Big companies like Meta (and its divisions like Instagram and Facebook, etc.), Google, and Microsoft have recently taken the course of replacing the Project Manager role with Engineering Manager in an attempt to get more out of the middle management layer that has slowly degraded into administrators with high salaries that can show little value for it. Other companies are following a somewhat similar trend.

What does this mean for those who are now starting out or don't have much PM experience?

It means that besides the basic terminology like before, you'll have to go one level deeper and understand more about how software is built these days. No, you don't need to write and review code yet (unless you are going to become Engineering managers), but you should be able to explain this: how the deployment happens (e.g. canary deployment, etc.) and all parts of the CI/CD pipeline; advantages and disadvantages of microservice architecture versus monolith; what is server-less architecture; how pentests and load testing are done; how load testing is done; how to read the application architecture diagram and explain why all its parts are needed and their purpose; what is load balancer; database sharding and normalization; code building; CDN; and so on.

That is, you need to know all the tools that are used in software development and the context of their use without diving into the details of their actual implementation for a particular case.

Bottom line: tech background is becoming more and more important for PMs, meaning not the experience of writing code but all the things and more that I have mentioned above. All this is easily learnable from many courses, articles, and videos on the internet and will take you no longer than preparation for PSM I, for example.

Image by natanaelginting on Freepik

Aug 6 · linkedin

Let's talk about a proper project start. The kick-off meeting is an important step to start things off. Two meetings make the whole: internal and external.

Kick-off Meeting with the Team: Internal Start 🤝

  • Official Assignment. The Project Manager has to be properly introduced to the team so everyone knows who's in charge and whom to blame when something goes wrong.
  • Context and Planning. It's like being in a good café – context is key. Let your team know the project's purpose, what we're going to do, and how this will lead us to success. The more details, the better, but don't go down the rabbit hole of full requirements or specs.
  • Understanding the Client. Make sure the team knows who we're doing this for. Tell them about the client's business and its specifics. Describe the domain too.
  • Methodologies and Risks. Yes, this part is essential. Discuss the methodologies we'll be using, how we'll manage the project, and what risks might pop up. The more checklists you have, the fewer gray hairs you'll get later.
  • Documentation. Don't forget to write everything down. Let every participant have a clear picture of the project and its tasks. It’s like handing out the map before a treasure hunt.

Kick-off Meeting with the Client: External Start 🤝

  • Building Trust. The first impression is crucial to start building trust. Show them you know what you're doing.
  • Goals and Expectations. Clearly outline what we aim to achieve, the constraints we have, and what's included in the scope of work.
  • Phases and Milestones. Discuss the project's main stages, timelines, and milestones. Everything should be clear and transparent.
  • Integrations and Dependencies. If there are external systems or teams to work with, talk about it upfront. It's better to spend time now than to find scapegoats later when something doesn't work.
  • Getting Ready to Start. Make sure all settings and access are in place, security standards are met, and you're ready to roll. As they say, preparation is the key to success.

Don't skip this step – give it the time and attention to lay a good foundation for your project's success! 🚀

Alexander Belkavets
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Location

Belarus