You don’t have a GL under your control.
You are usually the presenter.
You have to talk to faceless ‘others’ before making a decision.
You create project plans.
You draw your own diagrams.
You feel compelled to name-drop all.the.time.
You have 2 or fewer reporting to you.
Your team updates you on their decisions months after they’ve been made.
You are in permanent reaction mode.
You always introduce yourself as Director.
Related Wisdom:
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Unprincipled Architecture
21 March 2011 5:20 PM | No CommentsAnything IT does should be seen as consistent. Using words like "Principle" with the definition most people have for it is a sure-fire way to disappoint folks. It turns out that instead of a iron clad 'always-will-do' thing, our Principles are merely suggestions.
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Nogility
12 April 2011 4:59 PM | No CommentsLarge technology organizations don't simply become agile. They're either agile or not. If they're not, the path to being so is via change, often radical change at that.
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IT Made Simple
03 May 2011 1:36 PM | No CommentsWhat would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they're forced to deal with? Wouldn't that be better for you and better for them?
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