The accidental path to Project Management

Project management has quietly become one of the most widespread professions in the modern economy. According to the PMI, there are more than 1.4 million active PMP-certified professionals worldwide, and tens of millions of people work in project-related roles across industries. Demand continues to grow, with estimates suggesting that around 89 million people will be needed in project management roles by 2027.

And yet, despite the size and maturity of the profession, many project managers share a similar story: they did not plan to become one. They simply ended up there. A project needed coordination, someone stepped up, and the role slowly evolved into a career.

Looking back, I sometimes ask myself: why did I accept that first role that resembled project management? Applying the Five Whys technique (traditionally used to find root causes) can be surprisingly revealing.

1. Why did I accept the role?
Because I wanted to be close to where decisions are made.

2. Why did I want that?
Because I wanted to see the impact of my work.

3. Why did I want to see that impact?
Because it gives a sense of accomplishment.

Interestingly, I did not need five whys to reach the root cause. After three, the answer already felt clear.

In a way, this resembles the idea behind ikigai, represening the intersection between what you are good at, what you enjoy, and what creates value for others. For me, project management sits precisely there: close to the “engine room” of an organization, where decisions translate into action and outcomes.

Looking at it from this perspective also raises another question: what comes next?
One of the challenges of our profession is that job titles rarely tell the whole story. Two roles called project manager can have very different scopes and responsibilities depending on the organization. The same ambiguity applies when project managers start evolving in their careers.

For many, the natural progression is upward within the discipline itself: becoming a program manager, portfolio manager, or leading a PMO. These roles expand the same core capabilities (coordination, prioritization and strategic alignment) while increasing the level of influence on how initiatives are selected and executed.

Others take a slightly different path but remain close to that same “engine room” where decisions take shape. Roles such as transformation manager, change manager, or even chief of staff often rely on the same skills that project managers develop over time: connecting strategy with execution, aligning stakeholders, and ensuring that ideas translate into outcomes.

Seen this way, project management is not only a profession in itself but also a platform. It places you at the intersection of strategy, operations and people, an excellent vantage point from which several career paths can emerge.

And that leads to another reflection. How has your own path evolved since you first stepped into project management? Have you stayed within the discipline, or has it opened the door to other roles close to the decision-making core of your organization?