Identity Crisis: Who or What is an AEC PM?
Anthony Fasano, PE, AEC PM, F. ASCE
Helping engineers become value-driven PMs & engaging leaders.
The following is an excerpt from Chapter 1 of my forthcoming book: Beyond PM Training: How to Build a Scalable AEC Project Management Ecosystem which is due out in April 2025. If you are subscribed to this newsletter, you will receive the first notification of publication.
How many project managers work for your organization??
Yes, I am asking you to answer that question. Can you?
Most AEC organizations that we work with, can’t. They usually say something like, “Well, I will need a few days to try to figure out how I can answer that question.”
Really? Your company is built around delivering projects, your project managers are responsible for executing these projects on time and within budget, and you don’t know who your PMs are? As we always like to say at EMI, “Project managers are the cashflow engines of all AEC firms.”
Seriously, you don’t know how many PMs work for your organization??
Think about the ramifications of this. If you don’t know who your PMs are, you can’t evaluate their performance regularly, you can’t train them properly, and you certainly can’t determine whether you have enough PMs to manage your backlog of projects.
I would equate this to a baseball team that isn’t quite sure how many pitchers they have on their roster. Well, we know we have a lot of players that can throw the ball, so we’ll figure out how to make it through all our games.?
That’s not how building an AEC organization works. You can’t hope that you have enough project managers, and that they have the skills, tools, and templates needed to succeed. In fact, I believe that this should be one of the most important actions your organization takes. You must know each of your PMs, their strengths, and weaknesses, and how you can help them to be the absolute best PMs that they can be. The future of your organization depends on it.
Why AEC Firms Can’t Figure This Out
Why is it so hard for most AEC firms to answer the question of how many PMs they currently employ?
Simple. The position of a project manager within an AEC firm is poorly defined. In most AEC organizations that we’ve worked with, the term project manager is seen as “something one does in addition to their primary job function.” For example, Megan might be a civil engineer, but she also manages projects, or Sanjiv might be a geotechnical department manager, but he also manages 20 projects.?
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This is a major problem, and something I like to refer to as the PM Identity Crisis. Your firm needs to clearly define what a project manager is in your organization so you know who your project managers are, and you can focus on developing them appropriately.
Going back to my baseball analogy. A pitcher in baseball is defined by Dicitionary.com as the player in baseball who throws the ball to the opposing batter. Well, the shortstop can certainly throw or “pitch” a ball from the mound to the batter, is he or she a pitcher? No, and consequently, he or she doesn’t need the same strength or mechanics training that a pitcher receives.
Not all your engineers or architects are or should be project managers, and if you can’t clearly identify which ones are, achieving sustainable growth is going to be difficult. Just as winning a championship would be difficult for a baseball team who asks their shortstop to pitch.
Start with a Clear Definition
No matter the size of your organization, if you haven’t clearly defined the role of a Project Manager, stop right now, drop everything and do it.
In my book Beyond PM Training: How to Build a Scalable AEC Project Management Ecosystem which is due out in the Spring of 2025, I will provide a series of questions that firms can go through to help understand their PM population.
For now, I am hoping you could share one action, question or approach that your organization has used to define the role of a project manager.
All those who comment will receive a complimentary copy of my book upon publication.
Thank you in advance for sharing your ideas!
Anthony Fasano, P.E.
Engineering Management Institute | 800-920-4007 | www.EngineeringManagementInstitute.org
President at Patriot Engineering and Environmental, Inc.
1 周Excellent article and perspective. Three years ago, our firm started a new PM training program focused on exclusively project management and client relationship ("soft") skills as opposed to technical skills. This program has allowed us to begin to separate those individuals who are excellent technical engineers from those who are excellent project managers - a totally different skill set and mentality. The point is this - not all engineers are great Project Managers, and the AEC industry needs to recognize the difference and develop teams accordingly.
Construction Inspector and Geotechnical Engineering consultant at Whitestone Associates, Inc.
1 周I appreciate the question that you've posed for viewers of your content to consider and your complimentary book offer. In the recent past, I've been fortunate to have worked for two organizations where project managers have facilitated access for AEC industry related assignments to be completed effectively as developments progressed. Whether assignments have included engineering analyses, construction quality verifications, or coordination with subcontractors that utilize multiple sets of documents, such as structural and architectural drawings, I believe that good project managers can relieve potential stress or process safety concerns from project engineers and other members of a development team when helpful. I'm aware that, depending on the scale or scope of an operation, some projects could have management and engineering or inspection tasks performed by the same individuals. From my personal experience, most thorough project managers have also worked directly with clients to ensure that their expectations are met within the schedules and budgets that they plan for their projects. Additionally, some construction PMs ensure that capacities of structures are legally compliant in early and/or final phases of development.
Civil Engineer at Jones & Henry | Eagle Scout | Avid Hiker/Camper | Competitive Ballroom Dancer | Musician
2 周Incredibly accurate. So many firms fall into PM's being another stepping stone for your career, which can lead to many becoming "PMs" (whatever that organization means by THAT) who are unfit for the position. I've worked at places where that is the only upward progression path and places where it is split with a "Project Engineer" (PE) role. I believe this is a good step, but many seem to think of becoming PMs or PEs without truly knowing what either entails. Surprisingly, larger AEC firms seem to have this best defined. A good friend worked at one of the big 5 Civil Engineering firms in the world and mentioned most of their PMs actually aren't even engineers (MBA holders instead usually), and all they do is manage the client's expectations with the engineering groups' reality(ies).
Civil Engineer | Civil Infrastructure - Concept to Completion | M. ASCE
2 周Wow! "PM Identity Crisis" is a great way of putting it! Establishing clear job descriptions that differentiate the roles of project managers from project engineers is one way. Another way is by having a PMP in place that further defines the roles and expectations for project managers. I'm looking forward to reading your new book!
Owner and President at Clark | Azar & Associates a women-owned civil engineering firm
2 周This is very true! I plan to evaluate my own staff now that you brought this up. Thank you Anthony!