From Executors to Influencers: The new skills project managers need beyond tech

A report released by PMI found that high-performing organisations are not necessarily those using the most sophisticated tools or methodologies. Instead, successful project professionals focus on building alignment, managing stakeholder expectations and fostering collaboration among teams.

In Short

• Ninety-seven per cent handled at least one complex project last year
• Eighty-one per cent of professionals said complexity is steadily increasing
• Senior leaders cite AI disruption, regulations and technological change as causes

As companies increasingly invest in artificial intelligence (AI), digital transformation, infrastructure and renewable energy projects, the role of project managers is evolving beyond planning timelines and tracking budgets.

According to a new report by Project Management Institute (PMI), project professionals are now expected to play a much bigger role in managing stakeholders, resolving conflicts and helping organisations navigate growing project complexity.

WHO ARE PROJECT MANAGERS?

Project managers are professionals responsible for planning, organising and overseeing projects from start to finish. They work across industries, including information technology, construction, manufacturing, healthcare, consulting and finance.

Their job involves coordinating teams, allocating resources, monitoring progress and ensuring projects are completed on time and within budget.

However, the PMI report suggests that technical and organisational skills alone may no longer be enough.

COMPLEXITY IS BECOMING THE NORM

The report found that 97 per cent of project professionals managed at least one complex project in the past year, while 81 per cent said project complexity is increasing.

This is particularly relevant as organisations across South Asia undertake large-scale digital, AI, manufacturing and infrastructure transformation programmes. Such projects often involve multiple teams, changing priorities and a large number of stakeholders, making them harder to manage.

According to the report, senior leaders often attribute this complexity to rapid technological change, AI disruption and evolving regulations. Project professionals, meanwhile, experience the challenge through shifting project requirements, competing priorities and coordination issues.

WHY SOFT SKILLS MATTER MORE THAN EVER

One of the key findings of the report is that successful project delivery increasingly depends on human-centred skills.

PMI found that high-performing organisations are not necessarily those using the most sophisticated tools or methodologies. Instead, successful project professionals focus on building alignment, managing stakeholder expectations and fostering collaboration among teams.

The report identified sponsor alignment at the beginning of a project as the most effective practice for handling complexity. This involves ensuring that stakeholders agree on project goals, responsibilities and expectations before work begins.

Another important practice is phased stakeholder engagement, which means involving the right people at the right stages of a project and reassessing priorities as conditions change.

These findings suggest that project managers are increasingly acting as influencers and relationship-builders rather than simply project executors.

LEARNING PROJECT MANAGEMENT

Students interested in project management can enter the field through a variety of educational backgrounds, including engineering, business, information technology and management studies.

Many professionals also pursue specialised project management training and certifications to develop skills in planning, leadership, risk management and stakeholder engagement.

The PMI report notes that formal training and professional certifications help professionals build important capabilities such as judgment, influence and adaptability, which are becoming increasingly valuable as projects grow more complex.

A GROWING CAREER OPPORTUNITY

The report also highlights the challenges organisations face when complexity is not managed effectively. More than six in ten project professionals reported experiencing some form of value loss because of project complexity.

In South Asia, delays in stakeholder decision-making affect nearly half of complex projects, while budget overruns and operational inefficiencies remain above global averages.

As businesses continue to launch large-scale transformation initiatives, project managers are likely to play a more strategic role in helping organisations achieve their goals.

The report suggests that while technical expertise remains important, the future of project management will increasingly depend on communication, collaboration and leadership skills.

For students considering careers in project management, the ability to work with people may soon become just as important as the ability to manage processes.

- Ends