Whether you are an architect or an engineer, managing a project can be a definite challenge, but it is also a very exciting and rewarding role to step in to. Notice I say “role” because the term project manager is not a job position or an official title. It’s also not a level one reaches by luck or a rank that’s endowed by spending a few good years working on projects within a firm.

Understand that if you want to serve as a project manager, or if you want to give this chance to an eager professional in your firm, there are responsibilities and expectations applicable to both sides of this equation. Some of these may be more than many project managers bargained for— which is why frustrations occur. Other constraints come from leadership, and need to be considered. To improve the chances of success on your firm’s next project, keep these requirements in mind:

Dealing with ambiguity. Projects would always be a dream to manage if we lived in a world where there were no uncertainties. Unfortunately, that’s not the environment we work in— and it will never be. Not only does a good project manager have to accept that he or she will be dealing with a fair amount of ambiguity, but having the requisite skills to strategically handle the unknown is an absolute necessity. Reasoning through situations, staying focused on project objectives, sifting out salient data from the irrelevant, and going forward proactively all reside within the project manager’s role. 

Communicating in all directions. We have some great technologies at our disposal, but it doesn’t necessarily mean we are any better at getting our message across or at listening to what another person has to say. On average, a project manager will be spending 90% of his or her time communicating through the life of a project. Considering the demands and questions of the client, stakeholders, internal project team, subconsultants, and other moving parts around us, we have to appreciate the responsibility we bear in this regard. We are the clearinghouse— passing critical information to keep the project moving. If you are the type of person that wants to be left alone to quietly work on drawings with your headphones on, this isn’t the role for you. 

Responsibility without authority. Very often, a project manager is asked to meet all the demands of a project but is granted little to no authority within those bounds. Much of the financial information used to track project profitability is kept a secret and all reporting and accountability lines bypass the project manager in favor of a higher-ranking principal. A project manager’s role and authority are stronger under a projectized organization than under a matrix structure— which is how most professional design firms are arranged. If you don’t give your PMs authority to make decisions, direct the internal team, or allow them access to the project’s financial data, you don’t have project managers. If, as a project manager, you don’t want anything to do with “that business stuff,” you’re not ready for the role. 

Leading vs. managing. Today, it is increasingly important to be a project leader rather than just a manager. Keep in mind that lots of competitive firms are hungry for work and would love to have your roster of clients. If you’ve got a strong project manager in place leading the client through a fantastic experience, then you won’t have anything to worry about. A project leader orchestrates the effort from beginning to end with full commitment. When things don’t go as planned, project leaders find solutions rather than placing blame or running for cover. Project leaders also never stop improving— and continuously find ways to hone their skills, grow the talents of their team, and optimize the systems within their firms. 

Successfully filling the role of project manager is certainly more than what we’re mentioning here. Understanding the sheer breadth of this role is critical, but these represent the best starting points for developing solid skills.

This article was originally published in The Zweig Letter, a weekly management newsletter providing news, ideas, expert advice, and trend analysis to firm leaders in the architecture, engineering, and environmental consulting industry. Visit www.thezweigletter.com to search the archives, download a free issue, and learn how to receive informative articles and news year-round.