What I Actually Do as a Project Manager
The role of a project manager (PM) often gets made fun of—some people think we just do check ins to see if something got done and add no real value. This narrative brings up a mix of deep sadness and anger inside of me lol! So today, I want to break it down: what exactly does a project manager do? Let’s talk through it.
The Core of Project Management
In a nutshell, my daily life consists of a lot of meetings—with the team, the client, and upper management—as well as a significant amount of technical writing and updating progress data.
As a PM, you need to know three things by heart: the scope, the budget, and the schedule of your project. Your job is to figure out the resources and create a plan to execute all the tasks required to accomplish the project’s goal with your team of experts.
You are not the expert—and that’s okay. You might come from a technical background that helps you manage projects better, but as you progress in your PM career, you’ll find yourself relying more on the advice of the engineers and experts in the field.
However, you are the leader—the glue that keeps everything and everyone moving forward. You help the team, including client stakeholders and subcontractors, toward the goal while keeping an eye on schedule and budget. Think of yourself as the CEO of the project, ensuring profitability, developing a strategy, and building strong client relationships to secure future business.
Decision-Making Under Pressure
One of the biggest responsibilities of a PM is making decisions—often with limited information. You might be surprised, but many people don’t want to make decisions because they don’t want to be responsible for them and need all the information available to make a decision, unfortunately your time and budget constraint usually require you to make a decision with not all the information. This is a skill any leader needs to be able to get comfortable with.
When I find myself stuck in this situation, I take a deep breath and say, “Alright, executive decision time” and I make the call. By that point, I’ve consulted experts and spoken with those more experienced than me, but ultimately, my job is to move forward despite not having a complete picture.
I once read that making a decision based on 80% of the data is better than waiting for 100%—because by the time you have all the information, it’s often too late.
Client Communication & Expectation Management
The client is on speed dial, and I answer at any hour. Constant communication with the client is crucial—managing their expectations based on scope, budget, and schedule while also ensuring the team delivers what’s needed.
It’s not my job to know everything, but it is my job to find the expert who does. I also have to translate what the team is doing into something the client understands and vice versa, so everyone feels comfortable and aligned.
Problem-Solving & Progress Tracking
Once you’ve figured out the resources and the strategy to deliver, the project moves into execution, and you become the problem solver. My job now is to remove obstacles for my team, track progress, and ensure all critical issues are addressed.
I don’t just check in on tasks—I actively make things happen to clear the path for my team to do their best work.
Leadership Without Direct Authority
One of the oddest aspects of being a PM is leading a team that you don’t directly supervise. You’re not anyone’s official boss, yet you need to build trust and get people to follow you. The best PMs earn loyalty from their teams, and people do tend to follow a PM they enjoy working with through multiple projects.
For me, the key to building trust is by having the mentality that I work for my team. If I help them succeed, the project succeeds, and ultimately, I succeed. Your team is a reflection of you, and vice versa.
The Reality of the Job
Of course, it’s a fancy title, but you have to be okay with doing everything, including the admin work like taking notes. The smaller the project, the more hats you wear. I had an intern once who didn’t want to learn project management because they wanted to do more technical work instead of admin tasks. I mean I get it :) They were confident and smart—it truly made me smile.
What It Takes to Be a Great PM
There’s a misconception that all project managers are extroverts, but I’d disagree. Whether introverted or extroverted, PMs and leaders in general need to have a few core traits:
Clear, concise communication
Connecting the dots—ensuring all interfaces work together seamlessly
Having an opinion and standing by it
Executing high-level goals and ideas
Delegating and trusting your team
Negotiating and navigating workplace politics
Why I Thrive as a PM
Honestly, project management puts everything that makes me anxious into one role—people management, client relationships, conflict resolution, constant talking, accountability, and even admin work.
And yet, it’s where I thrive.
I love the challenge. No two days are the same, and that keeps me engaged. I get to work with the smartest, most experienced people in the industry while learning and growing every day. Plus, it gives me insight into the business side of the industry and my company’s overall goals.
Final Thoughts
So, that’s what I actually do as a PM. It’s more than just checking in on tasks—it’s leading, solving problems, managing clients, making tough decisions, and ensuring a successful project outcome. If you’ve ever wondered whether PMs add value, I hope this gives you a better understanding of our role.
Thanks for reading, and I’ll see you in the next one!