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Do engineers make for good project Managers?

Do engineers make for good project managers?

Do engineers make for good project managers? This has been a question that I have often been asked by clients, architects and quantity surveyors alike and, needless to say, registered professional project managers.

As a professional project manager, I would say that engineers can and do make excellent project managers, though it depends on their individual skills training and natural inclinations. However, I would hasten to add that engi-neers are not automatically good project managers by virtue of their undergraduate training and natural skills alone.

Reflecting on my career, I believe that being an engineer has undoubtedly contributed to my ability to understand the technical aspects of complex projects, which indeed helped me in making informed decisions and understanding the challenges faced by the team. I believe too that my engineering training enhanced my analytical thinking and problem-solving skills. I definitely relate to struc-tured methodologies which undoubtedly help in managing projects efficiently.

Engineers are indeed trained to pay attention to details, follow systematic ap-proaches, and ensure precision, which are valuable traits in planning and executing projects. But while engineers have many attributes that can make them excellent project managers, success in this role does require developing additional skills in leadership, communication, and strategic thinking.

What makes a good project manager?

So, what is missing in an engineer’s studies that will make him a good project manager? While I would support the notion that an engineering education definitely pro-vides a solid foundation in technical skills and problem-solving, I strongly advocate the need to advance with formal project management training to cover those areas typically outside the core engineering cur-riculum which are essential for becoming a successful project manager.

There is a critical need for formal training to learn the well-established project management methodologies, techniques and tools such as PRINCE2 or PMBOK. Mastering these tools and techniques is essential for:

  • Effective project planning, scheduling and resource allocation.
  • Understanding budgeting, financial planning, cost control, and ROI analysis.
  • Aligning project goals with organisational strategy and long-term objectives.
  • Identifying potential risks, developing mitigation strategies, and handling uncertainties.
  • Prioritising tasks, managing time effectively, and ensuring project dead-lines are met.
  • Understanding relevant laws, regula- tions, and industry standards that impact projects.
  • Ensuring ethical considerations are integrated into project decisions and actions.

Not all engineers may have developed the necessary soft skills (like empathy, conflict resolution, and team motivation) that are crucial for effective project man-agement. I strongly believe that effective and successful project management also requires a strong grasp of these skills which helps us to recognise and manage our emotions and understanding the emotions of others to foster a collaborative work environment.

Engineers may need to shift their focus from technical details to broader project goals, stakeholder management, and strategic planning, thereby:

  • Understanding team dynamics, how to motivate team members, conflict resolution, and effective delegation.
  • Developing a leadership style, inspiring and guiding teams towards common goals, and making strategic decisions.
  • Developing interpersonal communication skills essential for building strong relationships with team members, stakeholders, and clients.
  • Clearly presenting ideas, progress, and results to diverse audiences, including non-technical stakeholders.
  • Negotiating project scope, resources, timelines, and resolving conflicts.
  • Being flexible and open to change, adapting to new challenges and evolving project requirements.

Recommended first steps for aspiring project managers

For engineers to effectively transition into successful project management roles, I wholeheartedly recommend they consider the following first steps to develop those additional skills and gain the relevant experience:

  • Consider enrolling in an appropriate postgraduate qualification or further your education by attending courses or workshops on project management, leadership, and business administration.
  • Gain experience by taking up work opportunities to lead projects, even on a small scale, to develop practical management skills.
  • Take full advantage of the mentorship and networking opportunities offered by SAICE to learn from experienced project managers and build a profes-sional network.
  • Pursue professional registration by obtaining certifications such as Pr CPM, Pr CM or PMP.

SAICE PMCD’S Collaboration with SACPCMP

SAICE’s Project Management and Construction Division (PMCD) com-mittee recently held a strategy session to identify and develop short- and long-term goals which focus on:

  • Increasing our appeal to project man- agers in construction, public service and consulting.
  • Increasing our division membership.
  • Providing a better training service for our members.

The last bullet prompted the decision by the committee to advertise a call for men-tors from our membership to:

  • Provide career advice to our engi- neering practitioners aspiring to be project managers.
  • Make certain that our engineering practitioners are gaining the right work experience to be technically competent and possess the range of skills required by the SACPCMP to become registered project manage-ment professionals.
  • Assist our engineering practitioners to draft the project profiles and reports in support of their applications as well as preparing them for the exam or interview by the SACPCMP.

It is essential that any project management mentoring service we provide to our members be endorsed by the SACPCMP. We therefore subsequently held a meeting with the SACPCMP to table our strategy. This was positively supported by them and we reached an agreement to collaborate on:

  • Input into the advert wording for the right profile and qualifications needed for our mentors.
  • Our mentors attending their formal four-part, CPD-accredited mentor training programme.
  • SACPCMP assisting SAICE PMCD by advertising our call for mentors on their media platforms.

In closing I am excited to announce that SAICE PMCD will soon be introducing a SACPCMP endorsed mentoring service to our members which focuses on becoming a registered project management profes-sional.

Contact Details

+27 11 805 5947
debbie@saice.org.za

Physical Address

SAICE House, Block 19,
Thornhill Office Park
Bekker Rd, Midrand 1685

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