#31 Does a Project Manager Need to Be Technical to Manage Technical Projects?

This debate never seems to end. Some companies expect a Project Manager (PM) in a technical environment to be a technology expert, while others prioritize management and communication skills.

But before answering the question, let’s talk about something that often gets ignored:

? Many people don’t actually understand what a PM does.

? The role is often underestimated—even within the organization.

? Working with highly technical teams when you’re not technical yourself comes with unique challenges.

?? First things first: Being a PM means constantly dealing with misunderstandings

?? What many people don’t realize is that being a PM can be frustrating.

You are held accountable, but you don’t have direct authority.

You have to ensure things run smoothly, but you’re not the one doing the actual work.

You need to keep the technical team motivated, even when they think you don’t contribute much.

And the worst part?

When everything goes well, it looks like the project ran itself.

But when something goes wrong, suddenly, it’s all your fault.

The real issue isn’t the lack of technical knowledge—it’s the lack of recognition for the role.

Some people think you need to be technical because “How can you manage a project if you don’t understand the technology?”

Others expect you to be the go-to person who fixes technical issues, puts out fires, and knows everything about the product.

But the title says it all: Project Manager.

I don’t develop software.

I don’t design systems.

I don’t configure networks.

I don’t build infrastructures.

What I do is make sure that:

?? The right people are in the right place at the right time.

?? Priorities are clear, and risks are managed.

?? The project moves forward without roadblocks, and stakeholders stay aligned.

So, you don’t need to be technical—you need to know how to manage technical projects.

?? Working with Technical Teams When You’re Not Technical

One of the biggest challenges of being a PM in a technical environment is working with specialists who are experts in their field.

?? Your job isn’t to know more than them—it’s to make sure they can do their job without distractions.

?? You don’t have to be the expert, but you do need to know how to organize the team’s expertise.

?? You don’t need to understand every technical detail, but you must know how development impacts the project.

?? This is where trust comes in. You need to trust your technical team’s knowledge while structuring the work so that everything runs smoothly.

And this is where many PMs struggle—because instead of focusing on managing a technical team, they try to become technical themselves.

?? If I had a pound for every time someone asked me what I actually do, I wouldn’t need to manage projects anymore.

Or worse, when someone says:

"So, you just schedule meetings and send emails, right?"

Sure. And architects just draw sketches, doctors just write prescriptions, and orchestra conductors just wave a stick.

?? The Invisible Challenges: Lack of Recognition and Constant Pressure

One of the least talked about aspects of being a PM in a technical environment is that your work isn’t always visible.

?? When everything goes well, it looks like the project runs itself.

?? When something goes wrong, the Project Manager is suddenly the one to blame.

The real challenge isn’t the lack of technical knowledge—it’s the lack of understanding of what a PM actually delivers. A developer delivers code, an engineer configures systems… but what does a PM deliver?

?? Structure.

?? Clarity.

?? Organization.

And because these things aren’t tangible, they’re often undervalued.

?? The biggest challenge isn’t managing the project—it’s proving that your role is essential.

?? Delegating vs. Controlling: The Hardest Balance

When managing technical projects, there’s a fine line between:

?? Trusting your team and letting them do their work.

? Being seen as an obstacle who just asks about deadlines.

As a PM, you can’t micromanage, but you also can’t disappear and assume everything will go smoothly.

?? Learning to balance these two is what separates a great PM from one who just follows processes.

It’s not about knowing how to code. It’s about knowing how to structure, coordinate, and ensure everything gets done.

At the end of the day, a PM doesn’t need to be the most technical person in the room. A PM needs to know how to bring the right people together and keep the project moving forward.

Because let’s be honest:

?? If a team of technical experts were enough to execute a project flawlessly, then… why do Project Managers exist?

?? You Don’t Need to Be Technical—You Need to Know How to Manage Technical Projects

? Does technical knowledge help? Yes.

? Is it essential? No.

?? The real skill is knowing how to make things happen.

A great PM isn’t the one who knows how to do everything—it’s the one who knows how to make everything happen.

And if you’re still wondering whether a PM can do their job without being technical, I’ll leave you with this question:

Why do the best football coaches often never become the best players? ??

?? What Do You Think?

?? Does technical knowledge make a PM better, or does it just change their approach? ?? If you’re a PM, have you ever felt like your role is misunderstood?

?? I’d love to hear your experiences in the comments.