KAUSHAL VAISHNAVPROJECT MANAGER| CLP POWER HONGKONG LIMITEDHongkong, Hongkong, Hong Kong
It is true that project manager 's job is to use the project management skills,techniques,tools and knowledge in managing their projects.But how important his relevant knowledge & expertise important in successful delivery of the project? .In engineering projects,is it ok for an electrical background project manager to handle civil project & vice a versa...?
In short ,Is project management 's role needs to be confined to his field of expertise?
Let me have your perspective..!! Saving Changes...
Gerald MetzgerPartner| PwCPalm Beach Gardens, Fl, United States
While this question has been debated in the project management community for some time, in my expertise you should have some knowledge about the field you are in, however you don't need to be an expert.
For example if you manage an IT project you need to have some knowledge of the specific field of IT such as CRM or ERP. Without any domain expertise at all a project manager risks becoming a facilitator limited in the communication and interaction with the team and the value of that PM is restricted to the technical field of project management itself.
Is it possible to manage a project without any domain expertise at all? Probably yes, but let’s say I am building a house and the project manager I am hiring has never worked in the construction industry. Would you prefer this PM over one who has years of experience and knows the pitfalls and lessons learned? The answer is clear. Saving Changes...
Technical expertise on the project execution is nice, not necessary. It is a trap that some fall in they go at the execution living the Managament unattended. Saving Changes...
Kailash KantProgram Management| DLF Ltd.New Delhi, Delhi, India
The positive influence of the PM with domain knowledge ends at the very moment he gets into design / execution / criticizing the Project. Saving Changes...
I agree with the answers that have been provided, so far, in theory.
In practice, however, there is such a thing as a project engineer. Depending on the company, this person may report to the project manager, be the project manager, or the project manager may report to the project engineer. The role can include most of the project management functions, while requiring engineering knowledge and education.
The last time I was seriously job hunting - more than 7 years ago - I came across Project Engineer positions that I was not qualified for because I did not have the technical experience they were looking for.
It's easy to be a purist and say that all you need is PM skills, but that is only true if that is what the company you either work for or want to work for is looking for.
@Gerald Metzger
"Without any domain expertise at all a project manager risks becoming a facilitator limited in the communication and interaction with the team and the value of that PM is restricted to the technical field of project management itself."
That's what I think too. That's what I have been trying to say all along. A PM without domain knowledge, and not any kind of domain knowledge but a very good one, can't provide full leadership to a project team and would be limited to be mainly a facilitator. This PM can only manage a project in a so called weak matrix organization.
From my experience I have learned that most companies in IT only want their PMs to be experts in project management and don't care too much if they have or don't have domain knowledge. These companies however don't expect their PMs to provide technical leadership to their project teams. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Aug 26, 2017 8:44 AM
Replying to Adrian Carlogea
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If the project manager is not also a very experienced technical expert then he can't provide full leadership to the project team but instead he would be just some sort of facilitator or coordinator. When the PM is not a technical expert then a weak matrix would result and functional managers need to step in and manage the project in their area of expertise.
The reason for this situation is the fact that the success or the failure of a project depends heavily on decisions that are technical in nature. If the PM is not also a good technical expert then he can't take or review such decisions. If these decisions prove to be wrong then the project would fail and there is nothing the PM can do about it.
The capacity of a PM to deliver a project in time and on budget is severely limited if he is not also a good technical expert. In this case the success of the project would depend on many things that are beyond the control of the PM.
Nobody have concerns about knowledge. Do not have knowledge is something stupid. The point is a project manager must not be an expert. Both are different things. If a project manager tried to be an expert taking into account the amount of different disciplines that must be engage into a project today then she/he will fail. Is like an orchestra director or like a coach in sports. Saving Changes...
Gerald MetzgerPartner| PwCPalm Beach Gardens, Fl, United States
I am working with clients around the globe implementing large (mission critical) IT systems. If I place the best project manager I have in charge of such a project, but that project manager has never done any work in IT, I would not get a contract. The clients question is always "What similar projects has the PM done before".
To me project management skills are the "master" (skills) for this type of project and domain knowledge are the "minor". But without the minor, you are at a disadvantage. And "minor" means you are not an expert but have a decent understanding and experience in this field. Saving Changes...
"There is not need to be an expert. Knowledge is required but not to be an expert."
PM key role is to perform integration management that is to pull all the pieces of knowledge areas/domain performance of project into a cohesive one and this could not be done with over emphasis on technical background profession alone.
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