Project Manager | Driving Clean Energy Innovations for a Sustainable Future| Canadian Nuclear Laboratories Ontario, Canada
I've seen projects where the PM was a deep subject matter expert — and others where they had zero domain knowledge but were master facilitators and leaders.
In your experience, which works better? Saving Changes...
As with most interesting question, the answer starts off with, "It depends..." Usually a PM needs relevant SME level knowledge, but the relevance is often different than the product or industry knowledge. Although my professional domain has been aerospace, my main core competency is problem solving and it takes me many places.
I started by managing a few mechanical engineering projects where I learned a lot about change processes. That set me up for a software transformation project where I wasn't a software SME but I was on process use cases. Then I led training not as a training expert, but as the new software expert who could explain it to the training dept. I've lead avionics improvements not as system level SME who knows how the hardware works, but my Six Sigma skills tell me where to focus improvement efforts. I've led new materials efforts not as a chemistry SME, but because I represent the engineers who need to cut, and drill, and form the materials into parts.
Some of my jobs couldn't be done by someone without deep knowledge of the products. I couldn't walk onto a construction site and be little more than a nuisance as the project level manager. If the real challenges were implementing new technologies on the project like fabrication methods, automation, or back office engineering software, my related skills make me a great fit for projects that need the relevant expertise. Saving Changes...
ALBERT TAWIAHProject manager| Deckline LimitedACCRA, GHANA, Ghana
A project manager doesn’t need to be a subject matter expert, but must be abreast with the language of the domain. Effective communication and strong stakeholder management are the true drivers of achieving project success. Project managers ensure that the how, when, and why remain aligned. Striking the right balance is important, but ultimately, strong leadership makes the difference. Saving Changes...
Valentine MrozekSenior IT Project Manager| Self Employed - Semi retiredMillersville, Md, United States
Jun 08, 2025 4:03 AM
Replying to Luis Branco
...
Zakaria Botros Great question — and one that cuts to the heart of what it truly means to lead projects.
The best project managers are not either subject matter experts or facilitators — they are both, in the right measure. But how they acquire that balance is crucial.
I align with the Japanese model, where you only become a project manager after working directly in projects — gaining hands-on technical knowledge before stepping into leadership.
There, training happens in both domains: first, in execution; then, in coordination and strategy.
Why is this so effective?
A PM who lacks domain knowledge may facilitate well — but they risk missing critical risks, making unrealistic commitments, or losing credibility with technical teams.
A PM who is only technical but lacks leadership may micromanage or fail to align stakeholders.
The sweet spot is technical fluency + leadership maturity — and that only comes from experience, not theory.
To lead effectively, you must understand what you're asking others to deliver.
You don’t need to be the top technical expert in the room — but you must have lived enough of the reality to ask the right questions, spot the weak signals, and earn the team's trust.
So in my view:
"Just being a facilitator" is not enough.
Being a grounded leader — fluent in both delivery and direction — is what makes projects succeed.
I agree with What has already been stated.
Being a subject matter expert is good in order to understand what they are saying when they speak in their technical areas, but I believe being a leader and understanding the fundamentals of project management is the more important of the 2 attributes. Saving Changes...
The Project manager should focus on his fundamental roles, which is to facilitate and manage the cost, time, scope and resources of a project. His knowledge as the subject matter expert does not need to be so in-depth as all he need to know is the techncal details in order to be able to communicate the scope of the project to the stakeholders (management, customers, developers). His focus should be to articulate the 'what' of the product in scrum terminology, and not the 'how' to implement which are the tasks of the developers (including the subject matter expert). Saving Changes...
As I mentioned before, subject-matter expertise isn’t required for most projects. However, for certain projects—depending on their complexity, nature, and size—it can be very helpful. Saving Changes...
Charles MainaMetroswift movers limitedTORONTO, ONTARIO, Canada
With the advent of Ai a PM can leverage on Ai research tools to bridge the knowledge gap. Great prompting skills makes all the difference and can help a PM gain knowledge in areas of weakness and be able to " eat on the same table" with other SME and not appear ignorant. The PM can use AI on brainstorming and risk identification in a new project just to mention a few. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
This is an ancient discussion. You do not need to be a subject matter expert at all. But to undestand what subject matter experts to engage to the project (between other things) you must do elicitation activity for the first time you are assigned to the project. Elicitation will help you to get knowledge about the domain, the solution, the stakeholders. Similar to do PESTLE analysis and technological analysis. Thanks God, today, we have generative AI tools on the field. Saving Changes...
Oala RaruaManager Geology and Exploration| Ok Tedi Mining LtdPapua New Guinea
Jun 08, 2025 4:03 AM
Replying to Luis Branco
...
Zakaria Botros Great question — and one that cuts to the heart of what it truly means to lead projects.
The best project managers are not either subject matter experts or facilitators — they are both, in the right measure. But how they acquire that balance is crucial.
I align with the Japanese model, where you only become a project manager after working directly in projects — gaining hands-on technical knowledge before stepping into leadership.
There, training happens in both domains: first, in execution; then, in coordination and strategy.
Why is this so effective?
A PM who lacks domain knowledge may facilitate well — but they risk missing critical risks, making unrealistic commitments, or losing credibility with technical teams.
A PM who is only technical but lacks leadership may micromanage or fail to align stakeholders.
The sweet spot is technical fluency + leadership maturity — and that only comes from experience, not theory.
To lead effectively, you must understand what you're asking others to deliver.
You don’t need to be the top technical expert in the room — but you must have lived enough of the reality to ask the right questions, spot the weak signals, and earn the team's trust.
So in my view:
"Just being a facilitator" is not enough.
Being a grounded leader — fluent in both delivery and direction — is what makes projects succeed.
Grenat insights. Saving Changes...
Michal SmolkaProject Management Consulting & Technology (IT, IS| Currently available to support your PM needsJamaica, Ny, United States
I would say there is no definitive answer as it largely depends on the context, situation, the level of in-depth and broad domain knowledge within the core team, and the nature of the obstacles preventing the achievement of the desired outcome.
I was once assigned to an ongoing, early-stage, large-scale IT cloud-based infrastructure project. I had no knowledge in the domain area and little to no experience in the Life Sciences industry, apart from a small failing project I was asked to course correct and successfully brought back on track.
My project management experience from other industries and disciplines quickly came into play. Within the first week, after engaging one-on-one with each team member (internal, external, and vendors), it became clear that the project had fundamental structural, alignment, and RACI issues. Each team understood their individual parts, but how these related to and supported the overall project objectives and expectations was unclear.
I then brought in a technical domain expert. This served two purposes: first, for me to gain the necessary knowledge on IT cloud-based infrastructure, and second, to have the domain expert oversee the technical aspects carried out by the various vendors and service teams.
After the successful completion of the project, I had a better understanding of the end-to-end solution and its architectural makeup than the vendors and service teams involved, who were more focused on their specific areas.
Effective leadership in aligning stakeholders and ensuring that everyone is working towards the same objectives, coupled with strong stakeholder engagement, two-way communication, change management, and fostering a culture of ownership and teamwork (ie one team), led to the project's success.
Project Managers who acquire sufficient knowledge of the domain area during the project tend to achieve better outcomes—the earlier this knowledge is gained, the better the results. This is where ensuring project team has a good technical SME that PM can work with to fill the domain gap knowledge.
However, having prior domain knowledge ties back to the initial statement -I would say it depends on various factors mentioned. Saving Changes...
Valentine MrozekSenior IT Project Manager| Self Employed - Semi retiredMillersville, Md, United States
I agree with almost all of what has been submitted by everyone participating. Clearly, these people among the more experienced people in PM, therefore their input is very accurate in various setting and situations. A good PM is one who has well rounded experience, participation of 1-2 subject matter experts and team members who are not trying to derail a project (for any number of reasons). A CEO of a large global company once told me (many years ago), to check but verify, keep emotion out of the equation, and don't take sides and be clear on what is expected from each person. I really like this line - It’s all about trust, alignment, and collaboration! I would add to that communication and a mix of people representing the needs of the many!
I do not want to downplay other comments, as they are also valid.
I could speak on this topic for many days, but in the end, you would find more True than False statements, one size does not fit all, delegate where you can and above all treat people with respect. Saving Changes...
"If they have moving sidewalks in the future, when you get on them, I think you should have to assume sort of a walking shape so as not to frighten the dogs."
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