Key Takeaways
- The project manager is responsible for leading the team to achieve project objectives while balancing competing constraints
- PMI's Talent Triangle defines three competency areas: Ways of Working (technical), Power Skills (leadership/interpersonal), and Business Acumen (strategic)
- The project manager's sphere of influence extends beyond the project team to stakeholders, organizational management, and external parties
- Power Skills including communication, leadership, and emotional intelligence distinguish high-performing project managers
- Project managers with high business acumen achieve 83% of project goals compared to 78% for those with lower proficiency
The Project Manager Role
The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving project objectives. This role has evolved significantly from simply tracking schedules to becoming a strategic leader who drives organizational value.
Core Responsibilities
The project manager wears many hats throughout the project lifecycle:
| Responsibility | Description |
|---|---|
| Integration | Coordinating all aspects of the project |
| Communication | Ensuring stakeholders receive appropriate information |
| Leadership | Guiding and motivating the project team |
| Planning | Developing and maintaining project plans |
| Execution | Directing work and managing resources |
| Monitoring | Tracking progress and performance |
| Risk Management | Identifying and responding to project risks |
| Stakeholder Engagement | Building and maintaining relationships |
The PMI Talent Triangle
PMI's Talent Triangle defines three competency areas that project professionals must develop:
1. Ways of Working (Technical Skills)
Formerly called "Technical Project Management," this area focuses on mastering various project approaches:
| Competency | Examples |
|---|---|
| Predictive/Waterfall | Traditional, plan-driven approaches |
| Agile | Scrum, Kanban, iterative delivery |
| Hybrid | Combining predictive and agile elements |
| Design Thinking | Human-centered problem solving |
| Tools & Techniques | Scheduling, budgeting, quality methods |
2. Power Skills (Leadership & Interpersonal)
Often underestimated, these skills are performance accelerators:
| Skill | Application |
|---|---|
| Collaborative Leadership | Building consensus, empowering teams |
| Communication | Conveying information clearly and effectively |
| Emotional Intelligence | Understanding and managing emotions |
| Innovative Mindset | Encouraging creativity and new ideas |
| Empathy | Understanding stakeholder perspectives |
| Conflict Resolution | Managing disagreements constructively |
3. Business Acumen (Strategic Skills)
Understanding how projects connect to organizational success:
| Competency | Focus |
|---|---|
| Strategic Alignment | Connecting project work to business goals |
| Industry Knowledge | Understanding sector-specific factors |
| Decision Making | Making informed choices with business impact |
| Benefits Realization | Ensuring projects deliver expected value |
| Organizational Awareness | Navigating politics and culture |
Business Acumen Impact
PMI's 2025 research demonstrates the value of business acumen:
| Metric | High Business Acumen | Lower Proficiency |
|---|---|---|
| Individual Project Goals Achieved | 83% | 78% |
| Organizational Project Goals Met | 78% | 72% |
| Project Failure Rate | 8% | 11% |
Only 18% of project professionals demonstrate both high skill proficiency and strong strategic application — qualifying as high business acumen professionals.
Sphere of Influence
The project manager's influence extends across multiple areas:
Internal to the Project
| Group | Relationship |
|---|---|
| Project Team | Direct leadership and guidance |
| Project Sponsor | Key stakeholder, provides authority and support |
| Functional Managers | Provide resources and expertise |
Internal to the Organization
| Group | Relationship |
|---|---|
| Executive Management | Strategic alignment, escalation |
| PMO | Governance, standards, support |
| Other Project Managers | Coordination, resource sharing |
| Operations | Transition, ongoing support |
External to the Organization
| Group | Relationship |
|---|---|
| Customers/Users | Requirements, acceptance |
| Vendors/Suppliers | Procurement, contracts |
| Regulators | Compliance, approvals |
| External Stakeholders | Community, partners, public |
Leadership Styles
Effective project managers adapt their leadership style to the situation:
| Style | When to Use |
|---|---|
| Directive | Crisis situations, inexperienced teams |
| Facilitative | Experienced teams, collaborative environments |
| Coaching | Developing team member capabilities |
| Supportive | Building confidence, encouraging autonomy |
| Servant Leadership | Empowering team, removing obstacles |
Servant Leadership Emphasis
PMBOK 7 and the PMP exam emphasize servant leadership:
- Focus on team needs first
- Remove impediments to progress
- Facilitate rather than dictate
- Develop team member capabilities
- Create an environment for success
Ethical Responsibilities
Project managers must adhere to PMI's Code of Ethics and Professional Conduct:
Core Values
| Value | Meaning |
|---|---|
| Responsibility | Owning decisions and consequences |
| Respect | Treating others with dignity |
| Fairness | Making impartial, objective decisions |
| Honesty | Being truthful in communications |
PM Competencies vs. Technical Skills
| Aspect | Project Manager | Technical Expert |
|---|---|---|
| Focus | Project success, stakeholder satisfaction | Technical solution quality |
| Skills | Leadership, communication, integration | Domain-specific expertise |
| View | Holistic, cross-functional | Deep, specialized |
| Success Metric | Project objectives achieved | Technical excellence |
A project manager doesn't need to be the technical expert but must understand enough to make informed decisions and communicate effectively with technical team members.
Key Takeaways
- Project managers lead teams to achieve objectives while balancing constraints
- The PMI Talent Triangle includes Ways of Working, Power Skills, and Business Acumen
- Power Skills (soft skills) are critical differentiators for project success
- Project managers influence stakeholders within and outside the organization
- Servant leadership empowers teams and removes obstacles
- Ethical conduct based on responsibility, respect, fairness, and honesty is fundamental
Which THREE areas make up the PMI Talent Triangle?
A project manager who focuses on serving the team, removing obstacles, and empowering team members is practicing:
Which of the following is a Power Skill according to the PMI Talent Triangle?