And yes, I miss the code-monkey and hands-on PM work. That's why in my free time I still code as much as I can. And why I like hanging out on the net with you lug-heads so much (smile)
So now instead of the building being on fire, they have 50 teams that are taking 4 times longer than industry norms to deliver functionality. How do you fix that without shutting down the place, firing a lot of people, or causing more harm than good?
The thing you run into with this type of work is that everybody thinks they are unique, and they are, to some degree. But also there are a lot of similarities. For somebody without a big breadth of experience who is just reading a book and trying to apply it, it's not so clear what is unique about their situation and what isn't. So there's more to it than training. You have to have a lot of hands-on experience watching what works and what doesn't. Call it strategic technology management consulting.
Actually it's a much bigger fire, but the sense that you are delivering something of immediate value is lost. I've found that as you get better and better at delivering solutions, they give you fuzzier and fuzzier problems, many times with no clear deliverable. Moving from delivering stuff on-time and under-budget to fuzzy-world is not easy.
My job used to be the sharpest guy in the room. Now my job is to make a hundred other guys be the sharpest guy in the room. I don't light the light; I turn the brightness up 40%.
And there is no way you can be a full-timer at BigCorp for 20 years and do what I do.