Transitioning from a technical role to a managerial role has many challenges, particularly in information technology (IT) (Lester & Parnell, 2006). These challenges include people or soft skills, language skills, knowledge, intuition, mentoring, and delegation (Brokett, 2007; Feyerherm & Rice, 2002; Lester & Parnell, 2006). The IT person may understand a single task well (Evans, 1992) but does not know how to translate this singularly experience to others after promotion to management. Often, IT managers fail because they lack the training necessary, particularly in communication and delegation skills (Falcone, 2009; Fleming, 2008). The lack of literature regarding management and technology together was the underpinning of this research (Badawy, 2007). As Badawy noted, most literature is either on management techniques or aspects of technology that exclude merging of the two disciplines. Therefore, a qualitative hermeneutic phenomenological study was used to explore the barriers and support of first year managers in IT in making the transition from technology to managerial positions. Findings from the study indicated management training was important but not offered by many employers, communication was essential for the transition, relationships with managers and peers were important, and family support was needed. These findings should aid new IT managers and provide employers with a guide aiding new IT managers as they make the transition from the technical role to a managerial role. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]