Sitting down to write this article, I felt like a true columnist—almost a Carrie Bradshaw of IT, pondering a new topic to discuss with my readers. But instead of love and relationships, I’ll be talking about something far more chaotic: the role of a Project Manager in IT.

In an era where you can discuss anything with AI, I’ll stick to my natural intellect and share my perspective on what a PM really does.

Most of us who’ve been in IT for a while first encountered the PM role through "best practices" from global corporations—especially during large-scale ERP implementations in the early 2000s. Suddenly, terms like project phases, team roles, work plans, UAT (User Acceptance Testing), and go-live became part of our daily vocabulary. Processes were mapped, technical solutions documented, and for the first time, businesses saw real, large-scale transformations—because there was an actual need for them.

At first, the PM role seemed vague to me. Was this just someone who scheduled meetings, wrote memos, and then spent weeks getting them approved? Or maybe a "grown-up" whose sole concern was getting stakeholders to sign off on deliverables?

Years (and many successfully delivered projects) later, I’ve formed my own views—even some bold recommendations—on what makes a PM indispensable.

Through trial and error, I’ve identified key success factors—and, as arrogant as it may sound, the PM is often the linchpin. Their personality, drive, interpersonal skills, and domain expertise make or break a project.

The ideal scenario for project success includes:

1. A client who genuinely wants the change.
2. A client-side executive who's personally invested (e.g., through KPIs or bonuses).
3. A decision-maker with the authority to drive the project forward—and the power to replace (or remove) resistant team members.
4. A client-side PM who executes the executive's vision and has their full backing.
5. An active, competent, and results-driven PM on the vendor side, equally supported by their leadership.
6. PMs on both sides with enough experience to:
   • Strategically plan a year ahead.
   • Organise daily team activities to meet project goals.

Behind every IT project—whether it’s a corporate ERP rollout, an import-substitution initiative, or national tech security—are real people. Their decisions, competence, education, instincts, and even egos determine whether a project thrives or becomes a never-ending cycle of fake progress.

That’s why the PM’s role is critical. Every IT project introduces change—and change breeds resistance and uncertainty. A PM must navigate these daily, knowing their decisions directly impact the outcome.

No one is born a perfect PM. These skills come with experience, education, and exposure. But some traits are innate:

• - Accountability (can’t be taught).
• - Determination (not learned in a lecture).
• - Intellectual curiosity (the drive to keep learning).
• - Empathy (genuine care for people and outcomes).
• - Communication (rooted in self-respect and respect for others).

1. Their Team – Trusted experts who share the same vision. Without them, even the best PM will burn out.
2. Support from Leadership – Empowerment, trust in decision-making, minimal micromanagement, and recognition of their efforts.

So, who are you, IT PM?
You’re a leader—forging your own path.

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Would you like a follow-up on tools or methodologies PMs use? Let me know!