My secondary responsibilities covered areas well within my core competencies - like MicroStation configuration and InRoads Training. I helped push the MicroStation team from "everything in one config.dat file" to the 5-layered architecture that Bentley specifically designed to facilitate configuration in large heterogeneous enterprises.
Writing an InRoads Training Manual for a specific customer (the City's Street department) rather than for broad use actually prompted me to go into business on my own. A better design and 10% more effort would be "sellable" to the entire Total Addressable Market. Twenty Birds with 1.1 stones.
I also got to work with such outlying (to me) software as Omni-Pipe because I was "the engineer".
Project Management
I was responsible for project scoping and delivery. For the first three years, I worked under Sophia Bhatia's project management, while working directly with her and Phyllis Chapin (City). I then took over her Project Mangement responsibilities and was crowned with the Project Manager title. The primary contract was Engineering Application Support Services - in 1999 the budget was $384,000.
At my final year at SDDPC, I chose to relinquish most of my Project Mangement title and the paperwork responsibilities. Why? SDDPC was extremely top heavy with Account Managers and very lean on InRoads and Drainage Engineers (as in: none other than me). I could ensure a happy client if I used a readily avaialble PM rather than train up the (limited) staff I was offered. Normally, I am all about "training up", but I didn't see a success path with that option.