I am new here.

FascistPenguin

I need the help of this esteemed community.

A little background.

I have my associate of CISSP
I have my CAPM
I am working on undergrad.

I work the helpdesk, but I eventually want to get into management. I enjoy project work but I also could see myself as CIO or other type of role. It could also be in security. I enjoy leading people and working out issues. I am very proactive when it comes to research and plugging holes.

Having said that, I don't have the work experience for the PMP or CISSP. I want to get into management. What job role or cert should I be looking at next? Thank you all. Oh, I don't really care for high level technical jobs. I don't care to be a network guru or cloud guru.

scaredoftests

Welcome. It all depends on WHAT YOU want to do next...

FascistPenguin

I want to be in management. My end goal is a masters in IT management. I don't like wasting time and figured that this is the best community on the net and they could help me take the next step. What cert would make more sense!

Clm

which management? Do you want to be a team lead over Security,Networks,desktop support, or are you trying to go CIO,CISO,CSO,CTO? Those are the decision you need to figure out. I want to be a director or above in the Security realm so my main focus now are security certs and my degree but ITIL is a good cert to look for

FascistPenguin

This is exactly where I want to be. CIO,CISO,CSO,CTO
I don't want overly technical roles. If leading a technical team was an option with little technical knowledge then that would be fine.

Clm

I would look into ITIL maybe CISM if you want to go down a security flavor. PMP but mainly your education a masters would work the best

GSXR750K2

Welcome. I find myself transitioning a little from the technical side to the management side, but I still want to maintain my technical skills so I'm not one of those managers who doesn't have a clue what goes on in the trenches. We all have encountered them at one point or another and I'm sure we've all wondered how they became a manager.

mzx380

GSXR750K2 wrote: »

Welcome. I find myself transitioning a little from the technical side to the management side, but I still want to maintain my technical skills so I'm not one of those managers who doesn't have a clue what goes on in the trenches. We all have encountered them at one point or another and I'm sure we've all wondered how they became a manager.

GSXR750K2
I'm looking to start a masters program at WGU, how do you like it so far?

DoubleNNs

Why not first try getting into a managerial or leadership position at your current job, on the help desk, and going from there?

TheFORCE

The days were managers just delegated tasks to their underlings are gone. Today a manager has to be in the trenches and understand what is going on. You want to skip the years that it takes to gain enough knowledge to lead a team but you want the fame that comes from it. Your best bet would be in a project management job, you can create project plans and give deadlines and tell people what to do. but it will be hard to get a CIO or CTO position without having relevant experience in other positions.

GSXR750K2

mzx380 wrote: »

GSXR750K2
I'm looking to start a masters program at WGU, how do you like it so far?

I like it a lot. A majority of the courses have some interest to me, so that definitely helps. I had to provide at least five years of experience, but I don't know if that is a hard requirement for the MS IT Management program or not. With having the ITIL and VCP I'm sure that won't be an issue for you.

I decided on the MS IT Management track after some delberation, but they have an MBA IT Management as well. The MSITM is all performance based (writing), so plan on 600 or so pages, give or take 50, being written over the life of the program. The MBAITM has some objective exams mixed in with the performance assessments. The most common master's program is probably the M.S. Cybersecurity & Info Assurance (formerly the M.S. Security and & Info Assurance...gotta have that "cyber" ). It has performance and objective exams plus you'll earn some CEH stuff if that interests you.

There are a lot of threads detailing people's experiences that may help you determine which one may be the best fit for you. I'm about to finish FXT2 (Disaster Recovery, Planning, etc.) so that will be five courses down in a term, so I'm hoping to have the whole thing done by the end of the year, which would make a total investment of $6,070 for a regionally accredited M.S., which ain't too shabby.

If you want to discuss specifics shoot me a PM.

beads

TheFORCE wrote: »

The days were managers just delegated tasks to their underlings are gone. Today a manager has to be in the trenches and understand what is going on. You want to skip the years that it takes to gain enough knowledge to lead a team but you want the fame that comes from it. Your best bet would be in a project management job, you can create project plans and give deadlines and tell people what to do. but it will be hard to get a CIO or CTO position without having relevant experience in other positions.

Couldn't agree more. I see way to much of this as of late with clients with managers who haven't the beginning of a clue of what they are talking about or worse buying unneeded or unwarranted equipment or services without consulting the implementors or operations people first. If your the smartest kid in the room - your in the wrong room. (*Shudder*) - b/eads

dmoore44

TheFORCE wrote: »

Today a manager has to be in the trenches and understand what is going on.

I totally agree that a good technical team/group manager will understand what's going on (i.e. should have technical aptitude), but I disagree with the notion that managers need to be in the trenches. "Being in the trenches" leads to micromanagement and the manager continuing to perform tasks best delegated to individual contributors. Managers are supposed to interface with their peers and higher layers of management to determine mission and taskings, report to higher layers the state of affairs for which their responsible, and to provide top cover from Layer 8 and 9 so that the individual contributors can continue to focus on their work.

TheFORCE

dmoore44 wrote: »

I totally agree that a good technical team/group manager will understand what's going on (i.e. should have technical aptitude), but I disagree with the notion that managers need to be in the trenches. "Being in the trenches" leads to micromanagement and the manager continuing to perform tasks best delegated to individual contributors. Managers are supposed to interface with their peers and higher layers of management to determine mission and taskings, report to higher layers the state of affairs for which their responsible, and to provide top cover from Layer 8 and 9 so that the individual contributors can continue to focus on their work.

I'm not saying a manager has to micro manage their employees, what I'm saying is that a manager needs to know what it will take and how long it will take to complete a task and also understand when someone is bsing or not. As an example, my CIO and CTO had to go to a remote site to survey the locations of a company we were acquiring. They had 1 engineer with them also. The 3 of them managed to get the connections up and running, firewall rules, DCs, VPNs etc etc in 1 day. Now would that be possible with 1 engineer? Or would you tell the board members we cant close today because our CIO and CTO can't do it because they don't know how? My point is that, even in high positions it wilk come a time where you have to do some grunt work yourself and you wont be able to if you don't have the experience.

dmoore44

TheFORCE wrote: »

I'm not saying a manager has to micro manage their employees, what I'm saying is that a manager needs to know what it will take and how long it will take to complete a task and also understand when someone is bsing or not. As an example, my CIO and CTO had to go to a remote site to survey the locations of a company we were acquiring. They had 1 engineer with them also. The 3 of them managed to get the connections up and running, firewall rules, DCs, VPNs etc etc in 1 day. Now would that be possible with 1 engineer? Or would you tell the board members we cant close today because our CIO and CTO can't do it because they don't know how? My point is that, even in high positions it wilk come a time where you have to do some grunt work yourself and you wont be able to if you don't have the experience.

That's a good anecdote and all, but that sounds like CIO and CTO are filling in because they're short staffed, or because the company is small and doesn't have the three dedicated engineers that were available to take the CIO and CTO spot on the site survey. There's not many (any?) companies on the Fortune 500 list that I could think of that would have dedicated the time of their CIO and CTO for grunt work - they get paid too much (no matter how much they may enjoy it).

TheFORCE

dmoore44 wrote: »

That's a good anecdote and all, but that sounds like CIO and CTO are filling in because they're short staffed, or because the company is small and doesn't have the three dedicated engineers that were available to take the CIO and CTO spot on the site survey. There's not many (any?) companies on the Fortune 500 list that I could think of that would have dedicated the time of their CIO and CTO for grunt work - they get paid too much (no matter how much they may enjoy it).

Very true, this applies to small companies, but how often will be fortune 500 company hire a CIO with no prior experience gain by working in small companies? . Have to start small to grow, have to walk before you run.