Why I Dont Hire Project Managers

Why I Don’t Hire Project Managers

Let’s talk about something a little different today. You might be thinking, “Wait, most companies love project managers! They keep everything on track!” And you’re right. Many businesses find them essential. But, for my specific setup and the way I like to work, I’ve found that hiring traditional project managers isn’t the best fit. It’s not that they’re bad; it’s just that my process is designed to function effectively without them. This isn’t a criticism of the project management profession, it’s about how I run things. Let’s dig into the reasons why.

The Problem of Added Layers

One of the biggest reasons I don’t hire project managers is because I want to avoid extra layers of management. In my experience, adding a dedicated project manager often creates an additional point of communication, which can sometimes lead to misunderstandings and delays. When a team member has a question, instead of going directly to the person who can answer it, they have to go through the project manager. This can slow things down.

Think of it like a game of telephone. The more people involved in relaying a message, the more likely the message is to get twisted. Direct communication is always faster and more clear. My aim is to encourage a flat organizational structure where communication flows freely and directly between team members. Each person on my team knows what they’re responsible for and works closely with the others to get the job done. Adding a project manager can sometimes disrupt that flow. It might introduce bottlenecks and ultimately, not be the most productive way to handle things.

Direct Communication is Key

I strongly believe that direct interaction between team members is incredibly valuable. It fosters a better understanding of project goals and reduces the chances of miscommunication. When people talk to each other directly, they can explain things more clearly and address problems instantly. This also speeds up the process of decision making. There is no need to wait for the project manager to get a reply or clarify something when the person who has the information is right there. In smaller teams especially, avoiding extra layers is essential for efficient working and collaboration.

The Cost Factor

Hiring any new employee adds to your expenses, and project managers, being specialized roles, often have higher salaries. For my projects, the added expense does not always translate to a significant increase in efficiency. I’d rather invest those funds in tools, resources, or paying my team more directly for the work they do. I recognize a project manager’s skill set is valuable. However, in my situation, those skills don’t justify the cost given my team’s inherent ability to self-manage.

Where Resources are Better Allocated

Rather than paying for a project manager, I can allocate those resources to things that will directly improve project outcomes. This may mean more testing software, better hardware, or even professional development courses for my team. By focusing on tools and skills, I’m investing directly in my team’s ability to handle projects. This approach has proven to be both more cost effective and empowers the team. It gives them the opportunity to improve and learn new skills.

• Investing in tools enhances efficiency.
• Investing in skill development creates more value within the team.
• Direct investment is better than an added expense without immediate efficiency gains.

My Teams Are Self-Managed

I strongly believe in hiring talented people and giving them the freedom to do their best work. My teams are usually composed of experienced and responsible individuals who are comfortable with project ownership. They understand their roles and can manage their own timelines and tasks. They collaborate well without needing an external overseer. They are all professionals and have demonstrated the ability to handle deadlines and problems as they arise. My role is more of a facilitator and supporter. I make sure they have the resources they need, but I don’t manage their day-to-day activities.

Trusting the Process

The key to making this work is to have clear project goals, defined responsibilities, and open communication channels. When everyone knows what needs to be done and trusts each other to get it done, the need for a traditional project manager is greatly reduced. I’ve also discovered that empowering my team with ownership and accountability actually increases their engagement and productivity. People care more about the outcome when they feel personally responsible for their contribution to the project.

Clear Goals and Responsibilities

To ensure a project runs smoothly without a dedicated manager, establishing clear project goals is crucial. Every team member must understand what the desired outcome is. Defining specific roles and duties means each person knows what their particular contribution to the project will be. With a proper framework, team members are enabled to work efficiently and autonomously with minimal hand-holding.

• Clear goals set the direction of the project.
• Defined responsibilities ensure everyone knows what to do.
• Open communication enables easy and direct collaboration.

My Project Workflow Doesn’t Need it

The way I structure my projects is often different from the traditional waterfall method that project managers are usually accustomed to. I favor more agile and iterative approaches that allow for flexibility and quick adjustments. These approaches rely on the ability of the team to quickly adapt, and adding a project manager in the middle can hinder this flexibility. My workflows are already designed to promote communication and collaboration within the team. This makes a project manager’s specific role less critical.

Agile and Iterative Development

I prefer to work in short, focused sprints. These sprints enable teams to quickly iterate on their work and make changes based on client or user feedback. This agile approach requires a high level of flexibility and adaptability. It is more about teamwork and problem-solving and less about strict project plans, which is what some traditional project managers might focus on. My teams are used to this workflow and they thrive in this environment.

Flexibility is Key

A key aspect of my project management approach is the emphasis on flexibility. I don’t believe in sticking to rigid plans; I believe in adapting quickly to changes and being open to new ideas. This agility makes it easier for teams to adjust without a dedicated project manager. They have the ability to pivot based on the challenges and requirements of the project. This also lets me prioritize efficiency by removing bottlenecks and layers of management.

• Shorter sprints mean faster feedback loops.
• Emphasis on adaptability allows for change.
• Agile approaches reduce the need for rigid project oversight.

When Project Managers Are Needed (And When They Aren’t)

I want to clarify; this isn’t about saying project managers are useless. For large, complex projects that involve a lot of stakeholders, their skills and expertise are absolutely vital. In those situations, they can be very valuable in handling the complexity and keeping the project moving forward. However, my typical projects are usually smaller in size and managed by a relatively small and experienced team. This is where I’ve found a project manager is an unnecessary addition.

The Complexity Threshold

The need for a project manager largely depends on the complexity of the project. If you have numerous team members, multiple deadlines, and different departments involved, the added layer of management can bring a lot of order and clarity. In these situations, a project manager helps to manage communication, timelines, resources, and stakeholder expectations. However, for smaller projects that involve a handful of skilled individuals, an extra manager isn’t required to ensure success.

Team Experience and Independence

The experience level and independence of your team also play a key role. If you have experienced, self-sufficient team members who are good at collaborating, then you can often achieve great things with minimal management. These teams are generally good at taking the responsibility for their own work and will not need constant monitoring. If you are working with a team of junior-level employees that might need more hand holding, a project manager can be very valuable for support. But for experienced, self-managing teams, this is where project managers may not be a good fit.

A Different Approach to Project Success

Ultimately, my approach to project management is a reflection of my philosophy about teams, communication, and efficient workflow. I prioritize collaboration, clear communication, individual responsibility and an agile approach. For my specific situation, hiring project managers introduces a layer of management that is counterproductive. Instead of adding unnecessary layers, I focus on creating a flat organizational structure. This allows for more direct communication between team members. This has enabled my teams to be very productive and adapt to ever-changing situations. That is why I usually don’t hire project managers.

In the end, the decision of whether to hire a project manager is highly dependent on your specific circumstances, the type of projects you handle, and your team’s capabilities. What works for me may not work for everyone. It’s about finding the right balance and process that best fits your needs.