FAQ

Q1. Shall I choose a technical expert as the project manager or a dedicated project manager?

Here’s a structured explanation of what a project manager does and why they are often better suited to managing projects than someone purely from a technical background.

My advice is that if your team is inexperienced with the technologies used in a project, or if it is a small project where stakeholder management, risk management, and reporting are less critical, you may opt for a technical project lead. Otherwise, prioritize a dedicated project manager.

In tech, it is beneficial if the candidate has an engineering background to quickly grasp the applied technologies. Even better is an engineer with a business degree—someone strong in troubleshooting and technical discussions but also capable of translating business value, understanding how to create value, and securing buy-in from stakeholders, including non-technical decision-makers.

By hiring Antonios Papadimitriou, you gain an engineer with a business degree and a candidate experienced in working with engineers, architects, systems developers, cybersecurity experts, and network specialists, as well as C-level executives and professionals from non-technical departments such as HR, Finance, Compliance, Legal, and Data Protection (DPO).

The Role of a Project Manager

A Project Manager (PM) is responsible for planning, executing, and closing projects while ensuring they meet the set goals, budget, and timeline. Their role involves:

1. Planning & Strategy

  • Defining project scope, objectives, and deliverables.

  • Creating detailed project plans, schedules, and milestones.

  • Allocating resources efficiently.

2. Communication & Coordination

  • Acting as the bridge between stakeholders, clients, and teams.

  • Managing expectations and keeping everyone aligned.

  • Handling conflict resolution and negotiations.

3. Risk Management

  • Identifying potential risks early and developing mitigation plans.

  • Adapting to changes without derailing the project.

4. Budget & Cost Control

  • Estimating costs and ensuring the project stays within budget.

  • Managing procurement and vendor relationships.

5. Execution & Delivery

  • Monitoring project progress and ensuring tasks are completed on time.

  • Using project management methodologies (Agile, Scrum, Waterfall, etc.).

  • Ensuring quality control and final delivery meets expectations.

Q2. Why is a Project Manager Better Than a Tech Specialist for Running Projects?

Many assume that a tech specialist (engineer, architect, or developer) can manage a project simply because they understand the technology. However, project management is a separate discipline that requires a different skill set. Here’s why a dedicated Project Manager is often the better choice:

1. Broad Focus vs. Narrow Focus

  • Tech Specialists: Focus deeply on technical details, sometimes losing sight of deadlines, costs, and overall project goals.

  • PMs: Keep a holistic view, balancing technical aspects with business priorities.

2. Communication & Stakeholder Management

  • Tech Specialists: May struggle to simplify complex technical jargon for clients or executives.

  • PMs: Excel at translating between technical teams and non-technical stakeholders.

3. Risk & Crisis Management

  • Tech Specialists: Often prioritize problem-solving within their domain but may not foresee broader risks.

  • PMs: Anticipate risks early, create contingency plans, and manage crises effectively.

4. Budgeting & Resource Allocation

  • Tech Specialists: Tend to focus more on technical feasibility than cost-efficiency.

  • PMs: Ensure cost control, optimize resource allocation, and avoid unnecessary spending.

5. Leadership & People Management

  • Tech Specialists: Usually work best with like-minded experts but may struggle with team motivation and conflict resolution.

  • PMs: Have leadership, delegation, and negotiation skills to keep teams productive and engaged.

6. Adaptability & Change Management

  • Tech Specialists: May resist changes if they affect technical architecture or coding preferences.

  • PMs: Are trained to manage changes smoothly and ensure alignment with business goals.

Conclusion

While a tech expert transitioning to a PM role can bring deep technical insights, project success depends on leadership, strategy, communication, and risk management—areas where dedicated Project Managers excel.

A strong PM-Engineer partnership is often the best approach:

  • The Project Manager ensures delivery on time, within budget, and aligned with business goals.

  • The Tech Lead/Architect ensures technical excellence.

Q3. What are the signs of a failed project?

Signs of troublesome projects

1. Project timeline & Scheduling Issues

Missed deadlines & milestones – Key tasks and deliverables keep slipping.
Constant re-planning – The schedule is frequently revised with no clear end.
Scope creep – Uncontrolled changes or additions without proper approval.
Lack of a critical path – No clear understanding of dependencies and priorities.

2. Budget Overruns

Costs spiraling out of control – Expenses exceed the initial budget without a clear reason.
Frequent emergency funding requests – The project constantly needs more money.
Inaccurate financial tracking – Poor cost forecasting, no real-time budget visibility.

3. Poor KPI Performance

Low-quality deliverables – The end product doesn’t meet expectations.
High defect rate – Frequent errors, rework, and quality issues.
Stakeholder dissatisfaction – Sponsors and executives express frustration.
Slow decision-making – Teams struggle to make timely, data-driven decisions.

4. Leadership & Governance Failures

Lack of executive buy-in – Senior leaders are disengaged or unconvinced.
Weak PMO oversight – Poor governance, unclear reporting, or inconsistent methodologies.
No ownership of risks – Teams react to problems rather than proactively managing risks.

5. Team & Resource Challenges

Resource bottlenecks – Key personnel are overloaded, while others are idle.
High staff turnover – Key team members leave due to frustration.
Low team morale – Employees feel unmotivated or resistant to change.
Conflicts and silos – Poor collaboration between business, IT, and stakeholders.

6. Poor Communication & Stakeholder Alignment

No clear status reporting – Progress updates lack transparency or detail.
Stakeholder misalignment – Different teams have conflicting priorities.
Unclear roles & responsibilities – No one knows who is accountable for what.

7. Technology & Execution Risks

Unrealistic expectations – Over-promised results with no feasible execution plan.
Technology misalignment – The chosen tools or systems don’t fit business needs.
Unmanaged technical debt – Cutting corners today leads to costly fixes later.

Q4. What is project success?

In 2011, I conducted research with prominent professors and, in collaboration with a Swedish blue-chip company, explored project success and the leadership characteristics required to achieve it. As part of the research, I also defined what constitutes project success. Based on my experience and the research findings, the following factors contribute to project success. Link to e-book.

A project is successful when it delivers value.

  • This value can be reflected in increased sales, enhanced customer satisfaction, or the creation of a product or process that is difficult for competitors to replicate.

A project is successful when suppliers, vendors, and partners are eager to work with you again.

A project is successful when it meets the agreed budget, timeline, and scope.

On project failure: An approved budget extension due to scope underestimations does not necessarily indicate project failure. Similarly, the timeline may be extended if pre-conditions outlined in the contract were not fulfilled, requiring additional time to address these issues.

Q5. What Are the Roles of the Project Board (SteerCo), Project Manager, Project Owner, Sponsor, and Program Manager?

SteerCo

The Steering Committee (SteerCo) represents key interests in the project, including the sponsor, project owner, suppliers, and end users. The SteerCo is accountable for managing risks, and ensuring appropriate mitigation strategies are in place.

Project Owner

The project owner has the authority to restructure the project board. The project owner is responsible for overseeing the project’s key performance indicators (KPIs), and setting the scope. The project owner appoints the project manager, although, this responsibility may also fall to the sponsor. The project owner is expected to provide strategic support, make decisions with inputs from the SteerCo members, and approve resources (funding, human resources) to ensure the project progresses in line with its KPIs.

Project Sponsor

The sponsor holds final authority over the SteerCo but typically intervenes when KPIs are at risk; specifically related to time, budget, scope, or quality. The sponsor funds the project and decides on the KPIs.

Project Manager

The project manager is responsible for developing project plans, building and leading the project team, and has the authority to appoint or remove team members. The project manager defines the project governance structure, determines reporting processes, selects tools, and project management methodologies, and manages the communication plan.

The project manager assigns tasks to sub-teams and cross-functional experts in alignment with resource owners. The project manager reports to the SteerCo, facilitates collaboration across teams, and ensures the project progresses according to plan. Managing escalations, stakeholder engagement, and negotiations are key responsibilities. The project manager is also responsible for developing the Statement of Work (SOW), although this may also be done by the project owner or sponsor.

The project manager typically reports to the project owner, who in turn reports to the sponsor. In situations where the owner is unable to provide adequate support or is overwhelmed with other responsibilities - thereby jeopardizing the timeline, the project manager may report directly to the sponsor. When a program manager is in place, the project manager reports to the program manager, who then reports to the PMO and project owner.

PMO (Project Management Office)

The PMO plays a vital role in resolving escalations, prioritizing initiatives, and aligning project execution with the organization's strategic objectives. For example, if operational excellence is a core part of the corporate strategy, then projects and programs must be executed in a way that consistently meets scope and quality. If the PMO sets a goal of 99% server availability across telecom networks, the project must implement the necessary plans, tools, and techniques to achieve that uptime. Additionally, the PMO focuses on overseeing staff and equipment utilization, driving cost reduction initiatives, and ensuring that all efforts are executed in line with defined KPIs.

Program Manager

The program manager is responsible for overseeing multiple projects, with project managers or team leads reporting directly to the program manager. The program manager coordinates resources across teams, resolves escalations, and engages with stakeholders and cross-functional departments. The program manager reports to SteerCo and is expected to intervene when project managers or team leads are not meeting expectations. They may also provide direct support to project managers or team leads when needed.

Backed by 10 years of project and program management experience, I’ve had the privilege of working alongside top-tier professionals—Microsoft black belts, CISO advisors, CTOs, COOs, CISOs, program directors, department heads, CEOs, unit leads, regional managers, and subject matter experts. The learning curve has been steep, and I’m deeply grateful to those who supported my initiatives; many of which were successfully delivered where other project and program managers had failed.
– Antonios Papadimitriou