Does Project Manager Counter As Managerial?

Does Project Manager Count as Managerial?

That’s a great question! It’s something a lot of people wonder about. When we think of “manager,” we often picture someone in a big office making big decisions. But project managers work in a different kind of way. They’re not always managing people in a direct, day-to-day sense. So, let’s dig into what project managers actually do and if that makes them “managerial.”

Defining Management: What Does a Manager Really Do?

First, let’s think about the word “manager.” A traditional manager usually:

• Leads a team of people.
• Hires and fires employees.
• Sets goals for their department or team.
• Handles employee performance reviews.
• Makes big decisions about the work.

These managers have a team that they’re responsible for over a long time. They think about the big picture of how their team grows and develops.

The Role of a Project Manager: More Than Just Keeping Time

Project managers (PMs) work a bit differently. They are responsible for a specific project, which has a start and an end. They don’t typically have permanent teams under their direct control, they’re more like conductors of an orchestra. Here’s a peek into their world:

• Plans projects from beginning to end. This includes figuring out what needs to be done, who will do it, and when it needs to be finished.
• Organizes and coordinates different people working on the project. This means making sure that everyone knows their role and responsibilities.
• Manages the project’s timeline and budget. They need to make sure the project stays on track and within the allocated money.
• Tracks the progress of the project and solves problems when they arise. This might be anything from a team member being sick to a task taking longer than expected.
• Communicates with all the people involved in the project, including the project team, stakeholders, and other managers.

Notice how many of these things a “traditional” manager does too. Both roles require organization, communication, and making sure things get done. Now, let’s look a little closer.

Project Managers as Resource Managers: The Art of Delegation

Project managers are often master delegators. They don’t always tell people what to do, but they work out who is best to do certain tasks. They figure out what resources are needed and make sure those resources are available.

Resource Management Aspects

Let’s explore how PMs handle resources:

• Human Resources: Project managers carefully assign tasks to team members based on their skills and availability. They ensure people work efficiently, avoiding any bottlenecks or overlap. They manage human resources for projects, but not for entire departments.
• Financial Resources: They keep a close eye on the budget, tracking spending and making sure the project is financially viable. They are responsible for the project’s money.
• Material Resources: PMs manage the project’s equipment and materials, ensuring everything is available when it’s needed. They are concerned with the actual tools and supplies that are used to finish the project.
• Time Management: They keep track of schedules and deadlines, ensuring the project is completed on time. They are managing time as a resource.

In a way, they manage resources. While a traditional manager manages people, a PM manages what the people need to work effectively.

Leadership Skills: Leading Without Direct Authority

Here’s where things get interesting. Project managers often lead without having direct authority over all the people on the project team. They might work with people from different departments, who have their own direct managers. So, a PM can’t tell them what to do in the same way a department manager could.

The Art of Influence

Instead, project managers use other ways to influence people:

• Communication: A PM must clearly explain what needs to be done, why it’s important, and how it fits into the big picture.
• Motivation: They make people feel excited about the project and their role in it.
• Problem-Solving: They figure out any problems that arise and find solutions with the team.
• Collaboration: They work with people, not just over them. They create a team environment.

These are skills that are just as important for being a manager, even if a PM’s power is not the same as a traditional manager.

Strategic Thinking: Connecting Projects to Bigger Goals

Project managers don’t just focus on individual projects. They also need to understand how their projects connect to the larger goals of the organization. This requires some strategic thinking.

Strategic Management Skills

• Alignment: Project managers ensure projects align with the overall goals of the company or organization. They understand how their work contributes to the bigger picture.
• Planning: They think about potential risks, opportunities, and how to best carry out the project. They don’t just go with the flow; they plan for it.
• Adaptability: Projects change, and good PMs are good at adjusting plans when things don’t go the way they thought.

They need to see how their projects help the organization be successful. They are not just managing tasks but also thinking about the long-term effects of their work.

The “Managerial” Label: A Matter of Perspective

So, does a project manager count as managerial? The answer is, it depends on how we define “managerial.”

Arguments for PMs Being Managerial

• They Manage Resources: PMs manage time, budget, people, materials, and other things required for the project.
• They Lead Teams: They motivate, guide, and collaborate with project teams to achieve goals.
• They Communicate and Coordinate: They ensure that everyone understands their responsibilities and works together effectively.
• They Make Important Decisions: They decide how to best use resources, tackle problems, and keep the project on track.
• Strategic Thinkers: PMs think about how the project adds to the business’s overall goals.

Arguments Against PMs Being “Fully” Managerial

• No Direct Reports: PMs usually don’t have a team of people that directly report to them. They don’t hire or fire team members in a regular way.
• Project-Based Work: Their work is focused on temporary projects, rather than a team or department that exists over time.
• Less HR Focus: They don’t manage employee performance reviews or long-term development.

It’s not a simple yes or no. Project managers have many skills that are also used by traditional managers. They just use them in a different context. You could say they have “management responsibilities.”

Different Types of Project Managers

It’s also good to consider that not all project managers are the same. Some work on very large, complex projects, with big budgets and large teams. These project managers might have more authority or more of the “managerial” responsibilities.

Examples of PM Roles

• Construction Project Manager: Oversees the building of structures, managing budgets, timelines and subcontractors. They typically have a lot of authority.
• IT Project Manager: Manages projects related to software, systems and technology, often working with teams across different departments.
• Marketing Project Manager: Coordinates marketing campaigns, working with creative teams and making sure campaigns stay on budget.
• Agile Project Manager/Scrum Master: Facilitates agile development, helping teams work efficiently and managing processes.

The level of “managerial” duties can vary a lot based on the type of project and the company’s structure. A PM in a big company could have more managerial responsibilities than someone in a small company. The size and nature of the project can also affect how “managerial” their work is.

The Future of Project Management: A More Managerial Role?

As businesses become more project-focused, project managers are becoming even more important. They’re not just keeping track of things; they’re key to making change and making sure business plans happen.

Project Management Evolution

• Strategic Importance: Companies are starting to see that project managers are essential for making their goals happen. This means PMs will probably have more influence in the future.
• Cross-Functional Teams: Projects will likely use teams from different departments, so project managers will have to manage people and processes across the business.
• Leadership Demands: As project managers work with larger and more important projects, they will have to have even better leadership skills.

Some people think project managers might have more managerial roles in the future. They could be in charge of specific teams or business units, while still managing projects. They will use their resource management and team leadership skills more often in the future.

So, in the end, “does project manager count as managerial?” is a bit of a puzzle. It depends on how you define ‘managerial’ and the context of their work. They may not be managers in the same sense as traditional department managers, but their work is filled with managerial skills and responsibilities. They lead, they coordinate, they strategize, and they make sure things get done. This means they definitely play a vital role in their organizations. Project managers often work in a position of influence, getting others to collaborate and move projects forward.