“A rose by any other name would smell as sweet” – William Shakespeare, Romeo & Juliet
What’s in a name?
What are the differences between a project manager, program manager, project coordinator, and project administrator? I think that the title of project manager is doled out too readily and without clear expectations. Sure, I hope that by any other name someone leading an initiative would work as effectively. But that is not always the case. These roles are not the same, they have different capabilities, and have different qualifications. Without clear expectations, “PMs” run the risk of missing the mark on what their leaders want them to do. Those designated as PMs should work more closely to manage expectations and to ensure they understand what is needed from their leaders and whether they are indeed suited to fulfill their role.
My bias comes from numerous organizational examples wherein an operational subject matter expert (SME) is given the reins to drive a key initiative to closure. The SME has the operational knowledge and experience for driving an initiative. Labeling them as the “project manager” for the initiative does not suddenly give them the expertise of work breakdown mastery, project estimating, or issues tracking, escalation, and reporting. Calling someone a project manager does not make it so. The hidden impact is what initiatives lose by not having a qualified project manager at the helm.
Some projects may need the simple guidance and oversight that a SME is able to provide. Larger, more complex initiatives require detailed oversight, integration between players, and someone who can ask tough questions. Not all operational leaders have resource loading experience, task estimation expertise, or even the practical tools and methods for effectively combatting the impact of risks, issues, and action items. Project managers typically do have the right tools and experience.
Admin or Leader? Who’s got the reins?
Some PMs are expected to be glorified administrators of the project’s schedule, budget, issues, risks, and more. As PMs, we don’t like to admit this, but administration is all that some organizations what from us. And while I believe that this in general is an under-utilization of a PM’s talents and capabilities, for some “PMs” I’ve worked with (i.e., those with limited experience), it is an appropriate expectation. However, what I have seen to be more successful than project administration is a PM that is empowered as a guide, mentor, and decision maker: a true project LEADER.
Senior PMs know their limits and understand how to get things done. They know how to take the reins and own decisions, issues, risks, budget, and scope. But let me clarify: “owning” does not mean making decisions in a void—PMs own the processes. For example, a PM should control and lead the issue process. She ensures information is recorded accurately and that all entries are acted upon in a reasonable timeframe. She does not have responsibility for each individual issue; that is what the team is for! As the leader and overall proprietor of the issues list, she’s been authorized to make issues go away and escalate when needed.
So, are you a project coordinator, project analyst, junior PM, or Program Manager? Do you understand the difference? Has your organization differentiated the roles sufficiently well to enable your career path (that is a whole other blog)? Do you have the authority, support, and the capabilities to lead the initiative to ‘done’? If not, push back on your sponsor, on your PM organization, or drop me a line at TSI – we are here to support your success.
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