Comment Re:No (Score 1) 249
(First of all clarification... there's another thread above this talking about 'Project Managers' which I consider to be a completely different topic)
I think you're describing the bigger point. For a truly technical team the "best" manager must be at least somewhat technical. Their job isn't to DO the technical stuff but they need to UNDERSTAND the technical stuff in order to best direct their resources. I, recently, had issues in the other direction where my manager (who BTW was a fantastic manager most of the time) missed being a technical resource. He would take on tasks for the team and do them in the name of "shielding" us when what was actually being accomplished was he wasn't spending that time on the *real shielding that needed to be done so both we and he were over taxed. Most of the time tho he needed his technical expertise to know what and how our team could accomplish what was handed to us he just needed to be reminded to make his managerial duties the priority over doing the "actual work" he missed.
For the "other" topic I mentioned in my clarification my opinions are quite different. I've had numerous "Project Managers" who couldn't code if their life depended on it. That didn't keep them from doing their jobs quite well so long as they trusted their technical advisers when it came to technical decisions. Their job is to wield people and get the red tape done. If a project is big enough to need one then it is big enough to have technical leads to make that relationship work.