Would you hire an entry-level engineering manager—someone fresh out of school with no leadership experience or technical expertise? Of course not. So why do so many organizations place entry-level project management personnel into Project Manager positions and expect success?
The root of this problem lies in how project management is treated. Instead of being recognized as a professional discipline with structured progression, it is often reduced to a generic title. The term "Project Manager" is used so broadly that its meaning is diluted, and the expertise required to lead projects successfully is devalued.
To clarify, let’s differentiate three key concepts:
Project Management as a Discipline: A professional field with established methodologies, tools, and best practices. It requires formal training, experience, and progression through positions like Project Coordinator or Assistant Project Manager.
Project Manager Positions: Mid-level management positions where individuals are responsible for leading teams, managing resources, and delivering results. These positions demand leadership, strategic decision-making, and significant experience.
Temporary Project Manager Assignments: In internal or small-scale projects, employees are sometimes assigned to a project manager role to oversee specific initiatives. While this is practical for less complex efforts, it does not require the expertise or leadership of a professional Project Manager and should not be conflated with holding a formal Project Manager position.
The problem arises when organizations conflate these concepts and place individuals with little or no experience into Project Manager positions. This practice leads to failed projects, disengaged teams, and a loss of trust in project management as a profession. Worse, it perpetuates the misconception that "everyone is a project manager," further diminishing the value of the discipline.
Project Managers are not simply task trackers—they are leaders who align strategy, manage competing priorities, and deliver measurable results. To ensure success, project management must be treated as a professional discipline, and Project Manager positions must be reserved for those with the experience and skills required to succeed.
Amendment: While it’s possible for someone to be new to the position of Project Manager, this does not equate to being "entry-level." The term "entry-level" implies having no or very limited experience in the field. By the time someone steps into a Project Manager position, they should have already developed the foundational skills and experience needed to lead projects effectively, typically through roles like Project Coordinator or Assistant Project Manager. Being new to the role is not the same as being entry-level—it’s the culmination of progression within the discipline.
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Shannon,
agree that organizations often conflate concepts around the broader project management area, including levels of capability as you describe, and the multiple disciplines like program, portfolio, change, benefits, or PMO management.
Mature organizations build their capabilities strategically, so they need to work on career paths and fill potential at all levels of them, including entry-level PMs. There is also a cost element to it as entry-level might support experienced PMs at lower salaries while learning skills on the job and developing a feeling for culture and values.
...
1 reply by Shannon Lewis
Dec 18, 2024 10:02 PM
Shannon Lewis
...
Hi Thomas,
Thank you for your insights. I agree that entry-level positions, such as Project Coordinator, Project Scheduler, or Assistant/Deputy Project Manager, play a vital role in developing project management talent while supporting experienced PMs. These roles provide opportunities for individuals to build foundational skills, learn on the job, and align with organizational culture and values.
That said, I stand firmly by my position that the Project Manager role should be reserved for individuals who have progressed through these foundational positions and developed the necessary skill set to lead projects effectively. Project Manager is a leadership role requiring strategic decision-making, cross-functional collaboration, and a depth of project management expertise—capabilities that can only be developed through proper progression and experience.
I’ve amended my original post to provide additional clarity and look forward to hearing your further explanation.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Shannon, while I understand your perspective, in my 21 years of experience, I have not encountered a situation where someone new to the field is directly assigned as a project manager. I believe this approach might not be fair to either the organization or the candidate and I totally agree with Thomas's point of view about how mature organizations build their organizations strategically.
...
1 reply by Shannon Lewis
Dec 18, 2024 10:16 PM
Shannon Lewis
...
Hi Rami, Thank you for sharing your perspective. I appreciate hearing about your experiences, particularly since they contrast with mine. In my career, especially within engineering and construction project management, I’ve seen many cases where technical professionals are promoted directly into Project Manager positions without the necessary development or progression.
This practice points to a larger issue within the field: project management as a profession is losing credibility. When individuals are “anointed” as Project Managers without sufficient preparation, they often struggle to meet the expectations of their organizations. This results in micromanagement by leadership, as projects and PMs alike fail to operate independently. Over time, this erodes the perception of Project Managers as true managers and instead reduces the role to that of a glorified administrator.
This perception is reflected in the countless memes and jokes about PMs being useless or adding no value. When the profession itself accepts the idea that “anyone can be a PM,” we fuel this narrative. Entry-level PMs who lack the skills to lead projects effectively become burdens on the system, requiring excessive support and creating inefficiencies rather than driving results.
If organizations approached project management with the same rigor they apply to other disciplines—requiring progression through foundational roles like Project Coordinator or Assistant Project Manager—the profession would be in a stronger position. Proper development ensures that PMs can operate independently, meet organizational expectations, and deliver real value. This, in turn, would restore confidence in the profession and elevate the role of Project Manager to what it should be: a strategic manager who adds measurable value.
Thank you for adding your voice to this discussion—your insights are greatly appreciated!
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
I have witnessed functional managers being placed into project management positions and the results are predictably disappointing. While their management skills do come into play, and most have exemplary skills in that regard or they would not have been entrusted with a project management role, they often do not understand project management processes, knowledge areas, and the like. They cannot be faulted for this as they often get no project management training. This is a failure in organizational management reflecting a project management knowledge deficit, considering it a skill that can be acquired through osmosis. It may also be considered a failure of the organizational PMO (if there is one), for various obvious reasons.
...
1 reply by Shannon Lewis
Dec 18, 2024 10:28 PM
Shannon Lewis
...
Hi Mike,
Thank you for sharing your perspective. You’re absolutely right that functional managers often lack the necessary understanding of project management processes when they are placed in PM positions without training. While they are typically SMEs in their own disciplines, this expertise doesn’t always translate to the cross-functional environment of projects.
What makes Project Managers unique and valuable is that while we don’t need to be experts in all disciplines, we must have a broad knowledge base across many areas—far more than a typical department manager. This breadth of understanding, combined with expertise in project management itself, enables us to navigate the complexity of cross-functional projects and lead diverse teams effectively.
When organizations fail to recognize this distinction, they miss the opportunity to fully leverage the value of a skilled Project Manager. Thank you for adding this important perspective to the discussion!
Somewhat similar to Mike's experience, I have seen functional managers who are very poor at delegation and want to take personal credit for the benefits gained from projects so they try to do the responsible parts of the PM job themselves, and relegate the actual PM role to tasks like scheduling meetings and gathering status. The highly skilled PMs aren't willing to settle for low level work and leave. They get replaced by entry level employees because that's all you need for basic admin tasks. The notion that a PM is really just a clerical role becomes a self-fulfilling prophecy.
I would argue though that those managers should be faulted for doing a poor job. As a functional manager, they should understand the skill set necessary to perform the function successfully. By underestimating the job, and overestimating their own abilities, they wind up performing poorly both as project and functional managers.
...
1 reply by Shannon Lewis
Dec 18, 2024 10:30 PM
Shannon Lewis
...
Hi Keith,
You bring up an excellent point about functional managers who take over the strategic aspects of the Project Manager’s responsibilities, relegating PMs to clerical tasks. This dynamic not only drives skilled PMs away but also perpetuates the misconception that project management is purely administrative.
If Project Managers were treated as the mid-level managers they are, they would stand as peers to functional managers rather than subordinates. This shift in hierarchy would remove the power imbalance that enables functional managers to overshadow the PM role and would create a structure where responsibilities are clearly defined and respected. When PMs are empowered as equals, the value they bring to projects becomes far more visible, and the cycle of devaluing project management can be broken.
Shannon,
agree that organizations often conflate concepts around the broader project management area, including levels of capability as you describe, and the multiple disciplines like program, portfolio, change, benefits, or PMO management.
Mature organizations build their capabilities strategically, so they need to work on career paths and fill potential at all levels of them, including entry-level PMs. There is also a cost element to it as entry-level might support experienced PMs at lower salaries while learning skills on the job and developing a feeling for culture and values.
Hi Thomas,
Thank you for your insights. I agree that entry-level positions, such as Project Coordinator, Project Scheduler, or Assistant/Deputy Project Manager, play a vital role in developing project management talent while supporting experienced PMs. These roles provide opportunities for individuals to build foundational skills, learn on the job, and align with organizational culture and values.
That said, I stand firmly by my position that the Project Manager role should be reserved for individuals who have progressed through these foundational positions and developed the necessary skill set to lead projects effectively. Project Manager is a leadership role requiring strategic decision-making, cross-functional collaboration, and a depth of project management expertise—capabilities that can only be developed through proper progression and experience.
I’ve amended my original post to provide additional clarity and look forward to hearing your further explanation.
Shannon, while I understand your perspective, in my 21 years of experience, I have not encountered a situation where someone new to the field is directly assigned as a project manager. I believe this approach might not be fair to either the organization or the candidate and I totally agree with Thomas's point of view about how mature organizations build their organizations strategically.
Hi Rami, Thank you for sharing your perspective. I appreciate hearing about your experiences, particularly since they contrast with mine. In my career, especially within engineering and construction project management, I’ve seen many cases where technical professionals are promoted directly into Project Manager positions without the necessary development or progression.
This practice points to a larger issue within the field: project management as a profession is losing credibility. When individuals are “anointed” as Project Managers without sufficient preparation, they often struggle to meet the expectations of their organizations. This results in micromanagement by leadership, as projects and PMs alike fail to operate independently. Over time, this erodes the perception of Project Managers as true managers and instead reduces the role to that of a glorified administrator.
This perception is reflected in the countless memes and jokes about PMs being useless or adding no value. When the profession itself accepts the idea that “anyone can be a PM,” we fuel this narrative. Entry-level PMs who lack the skills to lead projects effectively become burdens on the system, requiring excessive support and creating inefficiencies rather than driving results.
If organizations approached project management with the same rigor they apply to other disciplines—requiring progression through foundational roles like Project Coordinator or Assistant Project Manager—the profession would be in a stronger position. Proper development ensures that PMs can operate independently, meet organizational expectations, and deliver real value. This, in turn, would restore confidence in the profession and elevate the role of Project Manager to what it should be: a strategic manager who adds measurable value.
Thank you for adding your voice to this discussion—your insights are greatly appreciated!
...
1 reply by Rami Kaibni
Dec 18, 2024 10:20 PM
Rami Kaibni
...
Lisa, I totally agree with you. We are on the same page. By the way, I also come from the Engineering and Construction field.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Dec 18, 2024 10:16 PM
Replying to Shannon Lewis
...
Hi Rami, Thank you for sharing your perspective. I appreciate hearing about your experiences, particularly since they contrast with mine. In my career, especially within engineering and construction project management, I’ve seen many cases where technical professionals are promoted directly into Project Manager positions without the necessary development or progression.
This practice points to a larger issue within the field: project management as a profession is losing credibility. When individuals are “anointed” as Project Managers without sufficient preparation, they often struggle to meet the expectations of their organizations. This results in micromanagement by leadership, as projects and PMs alike fail to operate independently. Over time, this erodes the perception of Project Managers as true managers and instead reduces the role to that of a glorified administrator.
This perception is reflected in the countless memes and jokes about PMs being useless or adding no value. When the profession itself accepts the idea that “anyone can be a PM,” we fuel this narrative. Entry-level PMs who lack the skills to lead projects effectively become burdens on the system, requiring excessive support and creating inefficiencies rather than driving results.
If organizations approached project management with the same rigor they apply to other disciplines—requiring progression through foundational roles like Project Coordinator or Assistant Project Manager—the profession would be in a stronger position. Proper development ensures that PMs can operate independently, meet organizational expectations, and deliver real value. This, in turn, would restore confidence in the profession and elevate the role of Project Manager to what it should be: a strategic manager who adds measurable value.
Thank you for adding your voice to this discussion—your insights are greatly appreciated!
Lisa, I totally agree with you. We are on the same page. By the way, I also come from the Engineering and Construction field. Saving Changes...
I have witnessed functional managers being placed into project management positions and the results are predictably disappointing. While their management skills do come into play, and most have exemplary skills in that regard or they would not have been entrusted with a project management role, they often do not understand project management processes, knowledge areas, and the like. They cannot be faulted for this as they often get no project management training. This is a failure in organizational management reflecting a project management knowledge deficit, considering it a skill that can be acquired through osmosis. It may also be considered a failure of the organizational PMO (if there is one), for various obvious reasons.
Hi Mike,
Thank you for sharing your perspective. You’re absolutely right that functional managers often lack the necessary understanding of project management processes when they are placed in PM positions without training. While they are typically SMEs in their own disciplines, this expertise doesn’t always translate to the cross-functional environment of projects.
What makes Project Managers unique and valuable is that while we don’t need to be experts in all disciplines, we must have a broad knowledge base across many areas—far more than a typical department manager. This breadth of understanding, combined with expertise in project management itself, enables us to navigate the complexity of cross-functional projects and lead diverse teams effectively.
When organizations fail to recognize this distinction, they miss the opportunity to fully leverage the value of a skilled Project Manager. Thank you for adding this important perspective to the discussion!
...
1 reply by Mike Frenette
Dec 19, 2024 8:49 AM
Mike Frenette
...
You are most welcome, Shannon. Thanks for raising this interesting topic as the issue exists in many organizations. It may go hand in hand with another topic that I will post sometime soon about the value of the PMP credential.
Somewhat similar to Mike's experience, I have seen functional managers who are very poor at delegation and want to take personal credit for the benefits gained from projects so they try to do the responsible parts of the PM job themselves, and relegate the actual PM role to tasks like scheduling meetings and gathering status. The highly skilled PMs aren't willing to settle for low level work and leave. They get replaced by entry level employees because that's all you need for basic admin tasks. The notion that a PM is really just a clerical role becomes a self-fulfilling prophecy.
I would argue though that those managers should be faulted for doing a poor job. As a functional manager, they should understand the skill set necessary to perform the function successfully. By underestimating the job, and overestimating their own abilities, they wind up performing poorly both as project and functional managers.
Hi Keith,
You bring up an excellent point about functional managers who take over the strategic aspects of the Project Manager’s responsibilities, relegating PMs to clerical tasks. This dynamic not only drives skilled PMs away but also perpetuates the misconception that project management is purely administrative.
If Project Managers were treated as the mid-level managers they are, they would stand as peers to functional managers rather than subordinates. This shift in hierarchy would remove the power imbalance that enables functional managers to overshadow the PM role and would create a structure where responsibilities are clearly defined and respected. When PMs are empowered as equals, the value they bring to projects becomes far more visible, and the cycle of devaluing project management can be broken.
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Dec 18, 2024 10:28 PM
Replying to Shannon Lewis
...
Hi Mike,
Thank you for sharing your perspective. You’re absolutely right that functional managers often lack the necessary understanding of project management processes when they are placed in PM positions without training. While they are typically SMEs in their own disciplines, this expertise doesn’t always translate to the cross-functional environment of projects.
What makes Project Managers unique and valuable is that while we don’t need to be experts in all disciplines, we must have a broad knowledge base across many areas—far more than a typical department manager. This breadth of understanding, combined with expertise in project management itself, enables us to navigate the complexity of cross-functional projects and lead diverse teams effectively.
When organizations fail to recognize this distinction, they miss the opportunity to fully leverage the value of a skilled Project Manager. Thank you for adding this important perspective to the discussion!
You are most welcome, Shannon. Thanks for raising this interesting topic as the issue exists in many organizations. It may go hand in hand with another topic that I will post sometime soon about the value of the PMP credential. Saving Changes...
Community Champion
