Why Did You Become a Project Manager?

Great question, right? Regardless of industry, everybody has their own reason for diving into this field. As the project management continually with new technologies, seasoned professionals reflect on the days that once were, while a new generation of professionals discuss the ability to implement modern social media tools in the PM process.

Recently, Dmitry Tsitrinel, PMP, project manager at Capgemini, asked a simple question on LinkedIn’s Project Manager Networking Group. The question, “Why did you become a project manager?” has drawn a massive amount of attention, with responses spanning around the world from industries and departments throughout the enterprise.

It was probably a mistake.

Dick Willis, Director of CNR Ltd

You do not grow up thinking you want to become a project manager. Children normally focus only on the important things, then, somehow, we realize the world wants to be more complex and full of tasks…and there is a need for someone to organize them all.

Esteban Melgarejo, LatAm Product Manager

It seems a natural move for those who desire to create positive change within an organization. We are all different, but the desire to positively impact others is not uncommon and the ability to do so is directly tied to what one does. Project, program and portfolio management opportunities allow one to focus on improving processes and structures from within. If one is a communicator and interested in business beyond the technical, it only makes sense to invest some time and energy to learn the management and business issues that drive the decisions made on most projects and within most organizations.

Don Martin, P.G., PMP, Manager, Environmental Division at TEAM Integrated Engineering, Inc

1) I spent a lot of time working in creative environments…which is fun but they have a tendancy to be overly casual…it is difficult to enforce policy in an environment where the “users” are pampered and allowed to do whatever they want.

2) Time and time again I found myself working for executive level IT professionals that had A LOT of IT experience and ZERO management experience. They were completely incapable of managing people, projects, directives, etc…but it wasn’t necessarily their fault.

Dan Heinig, IT Project Manager at Xpressbet.com

Simple…the C-levels may get all of the glory, but the PM’s make it happen.

Don Patti, Principal Consultant at Cedar Point Consulting

For me personally, the challenge of being the “Manager” on the project has been humbling and most challenging. At first I thought I could just go in be friendly and everyone would be happy. But, as most PM’s know, and as I have come to learn, I have to demonstrate self discipline and also enough backbone to discipline others when necessary. The latter, especially has been the most challenging of late. But, would I change my job or regret being a PM, no not really. I have had to learn that I am dealing with real people who have real emotions, which can be a real asset when nurtured correctly.

Jimmy Smith, Senior Field Engineer/IT Project Manager at ePlus Technology Inc.

I’m passionate about continuous improvement and found being a servant-leader more rewarding and interesting than the technical work – the role of a PM was a natural fit to help make a positive difference for the people I work and our customers by coaching, advising, and occasionally using “tough love” when needed.

Mike Caddell, Sr. Project Manager at McKesson Provider Technologies, Agile Enthusiast

1) because there was no one else to do the “difficult” project/job and I had to keep my job

2) because “Project Manager” is perceived to be the natural progression to higher levels in most of the organizations, especially software companies and I wanted to move up the ladder

3) because PM seemed to give you control over resources (men and material) and like most of us, I wanted a sense of power (Little did I realise that it was a dream that didn’t come true !!!!)

Kalyanaraman Subramaniam, Director, The Academic Mentors