By: Heather Smith
Navigating the dual role of an engineering project manager (EPM) is a unique and challenging journey. Imagine being at the crossroads of technical innovation and strategic planning, where every decision you make impacts both the engineering team and the project’s success. If you’re an exceptional project manager, some might question your engineering skills. Conversely, if you’re a brilliant engineer, your project management abilities might be underestimated. Yet, those who master both realms are invaluable assets to any organization.
An effective EPM must stay updated with the latest engineering advancements while also being proficient in project management methodologies. This balance is crucial for making informed decisions that benefit both the project’s technical aspects and its overall progress. For instance, an EPM might need to resolve a technical issue while simultaneously managing scope creep. This requires a unique blend of skills that not only address the immediate technical problem but also consider the broader project implications.
Addressing skill expectations is essential for an EPM’s career and credibility. These expectations can be challenging, but they are not insurmountable. Continuous learning and professional development are key strategies for building confidence in both areas. Pursuing certifications in engineering and project management can demonstrate a commitment to excellence and help bridge any perceived gaps.
Showcasing successful projects where both engineering and managerial skills were pivotal can also help. By highlighting achievements that required a combination of technical acumen and project leadership, an EPM can build a reputation that transcends assumptions. Networking with peers and mentors who understand the dual nature of the role can provide valuable support and perspective.
In my own experience as an EPM, I often found myself leaning too heavily into the project management side of my role and had to consciously realign my focus to stay engaged with the technical aspects of my projects. It was always a balancing act.
At times, I even tried to use the stereotype to my advantage—downplaying my technical expertise to encourage my team to explain things more thoroughly. While this occasionally helped me gather more detailed information, it also risked undermining my credibility. I’ll never forget when one of my project engineering leads called me out, saying, “Don’t pretend you don’t know how to do this stuff yourself!” That moment reminded me how important it is to own both sides of the role authentically.
Mastering the dual role of an engineering project manager isn’t about choosing between technical depth and organizational leadership—it’s about integrating both to drive meaningful outcomes. The path is rarely straightforward, and the balance often shifts, but those who embrace the complexity of this role bring immense value to their teams and organizations. Whether you’re troubleshooting a design issue or aligning stakeholders around a milestone, the ability to fluidly move between these worlds is what defines a truly effective EPM.