Reimagining the project manager

Did you know that 40% of hiring managers report difficulty finding qualified project managers? Even though APM has seen a 20% rise in project managers over the years, 60% of project managers believe their job descriptions are inaccurate or incomplete.  

In this day and age, the advent of technology has significantly transformed project management, project management software and collaboration tools, and remote work has redefined the role. This is starkly noticeable in the number of competencies an individual project manager can fulfil, leading to various new roles such as delivery manager, product owner, programme manager, project leads, project directors and so many more.

Additionally, there is one critical role in which project managers are increasingly performing, however, it’s not at all currently recognised across APM or PMI: the one of a trusted advisor. Project managers, as they progress in their careers, gain valuable knowledge of the industry or a particular subject matter. This is especially relevant to project managers who have transitioned into a project manager role from another career path. The role of a trusted advisor is becoming increasingly valuable to a project and necessary as the burden on the project manager is evolving due to the simple fact that productivity increases with technology.

The role of a project manager is becoming ever more confusing, while at the same time, it has never been more important to the success of a project. With over 80% of project managers believing their job descriptions are inaccurate or incomplete, is it really a surprise when we hear 72% of the projects fail? When describing this role in job descriptions, there is a lack of a common language which leaves project leaders to use generic wording, or an all-encompassing job description which doesn’t really articulate the capabilities that project needs to succeed, and the core function the project manager needs to fulfil.

So, what do we do about this? I suggest we go back to first principles and ask ourselves what the basic function of a project managers role is and how it can fulfil the obligations across the project lifecycle. For every project manager, the first step is project initiation and laying down the foundations for future steps. Next comes pre-planning, which involves the challenges of integrating the various project aspects together to create a roadmap. Leading to execution, monitoring and close out, where the role of a controller takes centre stage, ensuring project resources are managed effectively while still requiring integration and continuous improvement to ways of working. To summarise, a project manager performs these four basic functions: designer, integrator, controller and trusted advisor, across the project lifecycle to varying degrees.

So, if we reframe the functions of a project manager in the context of a system composed of four functional roles, together these forge a path to project success where creativity, strategy, execution and vision converge, like the cogs in a well-oiled machine.

Now, how to use this system? Imagine these roles as stats that you can level up in a game, levelling up as you progress through your career and gain relevant experience. A junior project manager starts with basic competencies and evolves into specific roles depending on the experience they have gained.

System:

Designer: creates project-specific artefacts, laying the groundwork for successful projects. This stat increases as an individual gains experience in different types of project management methodologies and has defined and implemented PMO in various organisations.
Integrator: coordinates work packages to ensure seamless integration across project components, ensuring synchronised team effort. This stat increases as one gains experience in relationship building, communications, negotiations, change management, business development, sales and other similar aspects.
Controller: manages resources, ensures operational efficiency and administratively supports the project team. This stat increases as one gains experience in using technology to manage project execution, acquires legal, procurement, and finance knowledge and can report across all levels of an organisation.
Trusted Advisor: like a good critic, the trusted advisor helps the project jump through any roadblocks through creative problem solving, asking the right questions to help further the team’s thinking and uses their project specific domain and subject knowledge to improve the quality of the project and the team’s effectiveness.

If you’re a project sponsor, use this method to evaluate the existing capabilities of your organisation and any future project managers as they will be your right-hand person, filling in competency gaps that are left unaccounted for. It can ensure the project manager(s) you’ve hired is fit-for-purpose, ensuring the project starts on the right step.

For more thinking on the roles, and the logic behind the breakdown of the system, see my LinkedIn articles for deeper thinking: Ankit Patel | LinkedIn