If you mean a PM who holds a PMP credential but is lacking domain knowledge relevant to the scope or approach for a project, then I'd say that while they might bring awareness of the PMBOK framework to apply a consistent, disciplined approach to project delivery, their knowledge gaps are likely to introduce a fair amount of risk into the project.
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
Oct 16, 2024 7:18 AM
Replying to Kiron Bondale
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Kwiyuh -
If you mean a PM who holds a PMP credential but is lacking domain knowledge relevant to the scope or approach for a project, then I'd say that while they might bring awareness of the PMBOK framework to apply a consistent, disciplined approach to project delivery, their knowledge gaps are likely to introduce a fair amount of risk into the project.
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
The PMP certification is much more than just a title: it is the tangible recognition of your experience and knowledge in project management. Demonstrate to the world that you have the skills necessary to
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1 reply by Kwiyuh Michael Wepngong
Oct 18, 2024 2:42 AM
Kwiyuh Michael Wepngong
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Thank you Fabian
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Filip WilssensBusiness Change Manager| DSV Road Inc North-AmericaBelgium
A non-technical project manager, or one working outside their domain, is often less likely to micromanage and stays focused on key project management tasks. They're usually better at aligning with stakeholders and avoiding the distraction of taking on multiple roles, which helps keep the project on track.
That said, there are some risks, like potential miscommunication with technical teams, challenges in managing scope, and difficulty spotting technical risks early. Having a solid technical architect can help address these issues and keep things running smoothly.
In the end, whether you go with a non-technical or technical PM often depends on the size of the project and the experience of the team. Both approaches have their advantages, and the right choice depends on the specific needs of the project.
My experience: Technical project managers are likely to focus and prioritize technical work and technical deliverables; they might neglect project management activities and communications. Actually, technical project managers may disregard activities that are not related to the technical deliverables. Non-technical PMs are likely to do the opposite.
My favorite combination: a technical leader and a PM on the project team, of course, if possible.
I want to preface my comment with my definition of Technical versus NonTechnical PM: The Technical PM is one who is knowledgeable about the core subject-matter knowledge of the project that he/she is managing. A NonTechnical PM is one who knows what a PM's responsibility is with respect to all Project Management aspects of work including Scope, Quality, Cost, Schedule, Contracts/Procurement, Risk, and Communications plus Resource Management, even though he/she may not be very familiar with the Subject-matter of the project, e.g. he/she may be managing a Construction of a Building when he has little knowledge of Construction. Can such a PM effectively manage the project? Short answer is: Yes, but only if he/she is supported by a strong technical #2 (wingman) who is fine with their technical domain while leaving the administrative project management to the PM. However, I have also seen that such a PM carries very little "Expert Power", and must work by using other sources of power namely Hierachical Power, Informational Power, and Reward & Punishment Power. When managing teams that include technical subject-matter experts, I have hardly seen such Non-Technical PM's succeeding in managing their technical teams. As such, I believe through my 29 years of experience that highly technical teams must be managed by a Technical Leader who is also a good PM, otherwise he/she may fail
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1 reply by Kwiyuh Michael Wepngong
Oct 17, 2024 8:25 PM
Kwiyuh Michael Wepngong
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Thanks Masud,
Your response is quite comprehensive
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
Oct 16, 2024 9:40 PM
Replying to T Masud
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I want to preface my comment with my definition of Technical versus NonTechnical PM: The Technical PM is one who is knowledgeable about the core subject-matter knowledge of the project that he/she is managing. A NonTechnical PM is one who knows what a PM's responsibility is with respect to all Project Management aspects of work including Scope, Quality, Cost, Schedule, Contracts/Procurement, Risk, and Communications plus Resource Management, even though he/she may not be very familiar with the Subject-matter of the project, e.g. he/she may be managing a Construction of a Building when he has little knowledge of Construction. Can such a PM effectively manage the project? Short answer is: Yes, but only if he/she is supported by a strong technical #2 (wingman) who is fine with their technical domain while leaving the administrative project management to the PM. However, I have also seen that such a PM carries very little "Expert Power", and must work by using other sources of power namely Hierachical Power, Informational Power, and Reward & Punishment Power. When managing teams that include technical subject-matter experts, I have hardly seen such Non-Technical PM's succeeding in managing their technical teams. As such, I believe through my 29 years of experience that highly technical teams must be managed by a Technical Leader who is also a good PM, otherwise he/she may fail
Thanks Masud,
Your response is quite comprehensive Saving Changes...
Financial Management Specialist | US Peace CorpsYaounde, Centre, Cameroon
Oct 16, 2024 8:03 PM
Replying to Pedro Perez Capote
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My experience: Technical project managers are likely to focus and prioritize technical work and technical deliverables; they might neglect project management activities and communications. Actually, technical project managers may disregard activities that are not related to the technical deliverables. Non-technical PMs are likely to do the opposite.
My favorite combination: a technical leader and a PM on the project team, of course, if possible.
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