How Much direct Project Management Involvement Does Your CTO Have?
How Much Direct Project Management Involvement Does Your CTO Have?
As an engineering manager in a company with under 400 employees, I’ve found myself pondering the role of our Chief Technology Officer (CTO) and their level of involvement in project management. With around 10% of our workforce residing in the engineering organization, I’ve recently noticed that our CTO is quite hands-on with day-to-day project management—much more than I initially expected. This observation has led me to question whether this level of involvement is typical or if it diverges from the norm. Shouldn’t the CTO be primarily focused on strategic vision and long-term technological goals, especially in a company of our size?
Understanding the Role of a CTO
A Chief Technology Officer’s responsibilities can vary significantly depending on the size and structure of the organization. Generally, their role revolves around establishing technology strategy, guiding product development, and ensuring that technology aligns with business goals. In larger organizations, one would expect the CTO to delegate project management responsibilities to engineering managers and other leaders within the tech team. However, in smaller companies, especially those with fewer than 100 engineers, the line can blur, and CTOs may find themselves more involved in day-to-day operations.
Perspectives from Other Companies
In seeking perspectives from others in similar-sized companies, the answers varied, yet they provided valuable insights:
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Direct Involvement as an L2 Manager: One commenter noted that with a relatively small engineering headcount, the CTO should ideally act as an L2 manager, meaning all engineering managers report directly to them. In such a scenario, it’s reasonable for a CTO to be heavily involved in high-priority projects. However, the ideal approach would be to maintain an indirect involvement, allowing managers to handle day-to-day operations while the CTO focuses on broader strategic initiatives.
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Identifying Issues: Another perspective raised a valid point—perhaps the CTO perceives a problem within the engineering organization that necessitates their involvement. If they sense inefficiencies or roadblocks, getting directly involved could be a proactive measure to address those issues. This involvement could also serve as a catalyst for improving communication and processes between teams.
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Small Organization Dynamics: Lastly, the size of the engineering team was highlighted. With only 40 engineers, it’s understandable that the CTO might take a more hands-on approach to project management. In smaller organizations, the CTO is often expected to wear multiple hats, and their direct involvement in project management may be a natural extension of their role, ensuring that projects align with the company’s technical vision.
Striking the Right Balance
So, where does this leave us? It seems that the level of direct involvement a CTO has in project management is influenced by several factors:
- Company Size: Smaller organizations may require CTOs to be more hands-on, while larger ones can afford to delegate more responsibilities.
- Organizational Structure: The way teams are structured can dictate how involved the CTO needs to be. If there are capable engineering managers in place, the CTO might focus on high-level strategy instead.
- Current Challenges: If there are pressing challenges within the engineering team, the CTO may need to temporarily step into a more active project management role to steer the team through difficulties.
Conclusion
Ultimately, the question of how much direct project management involvement your CTO should have depends on the unique context of your organization. While it’s essential for CTOs to maintain a strategic focus, their engagement in project management can also be beneficial, particularly in smaller teams where their insights can lead to significant improvements. As organizations grow and evolve, finding the right balance between strategic oversight and project involvement will be crucial for fostering a successful engineering culture.
I invite those in similar situations to share their experiences. How involved is your CTO in day-to-day project management, and what do you believe their role should focus on instead? Your perspectives could help illuminate the diverse approaches to this critical aspect of leadership in technology organizations.