Construction Project Manager Career Path – Jory McKay Jory is an award-winning author, content strategist and publisher of the book Unsplash. He contributes to Inc., Fast Company, Quartz, etc. September 14, 2021 Read 11 minutes
Navigating a project manager career path can often feel like staring at a map with no compass. Just when you think you’ve figured it out, it turns out you’ve been holding it upside down the whole time.
Construction Project Manager Career Path
That’s because few organizations have the processes, guidance, and support in place to take you from project manager to whatever comes next (senior project manager, product owner, manager, etc.).
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Add to this the fact that many of us stumble (or are pushed) into project management, and you find yourself in a position where everyone wants to make progress, but no one knows how.
Whether you work at a young startup with unclear processes or a large company with a defined “career ladder,” you deserve recognition for your hard work.
This is not a guide on how to become a project manager. If you are here, you are already working in the field and ready to take your career to the next level.
Instead, we’re going to cover everything you need to know to take the next step, from specific career paths you can follow to the real-world skills you need to focus on.
Careers: Career Paths
Each company has its own goals and its own way of judging project managers. Additionally, in many cases, project managers are forced to wear too many hats, making the distinction between roles or titles at best.
However, if you’re lucky, your company has resources available to you. They may also have a career ladder (ie Leveling Framework, Career Map, Role Guidelines, Skills) that looks like this:
For each higher level, you’ll have to develop your skills and take on more responsibilities. Then, if you’re lucky, your company’s career ladder will tell you what you need to do to meet their expectations.
You can make decisions to ensure that issues and impacts are actively addressed by known threats and opportunities in the global industry.
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If you don’t have clear guidance to move from one role to another, then you need to make your own career path.
Although the role of project manager varies from company to company, once you start looking at publicly available career ladders, you’re likely to see a pattern emerge:
Step 1: Technically proficient. You know and practice project management skills and can deliver projects on budget and on time. You also see the importance of a project management tool like IO and how to use it to keep your team motivated and on task.
Step 2: Strategic understanding. Everything First + Deep understanding of the customer and ability to link their needs to the product roadmap.
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Step 3: Team Leader. All of the above + Successfully working alone with major cross-functional teams or external vendors.
Step 4: Own and achieve business goals. First everything + strong impact on business strategy, ability to buy stakeholder and deliver measurable results.
While this breakdown begins to show a clear progression, there is one section that is difficult to pin down: the move from project manager to senior project manager.
Perhaps you have always delivered projects on time and on budget. Or, you started taking a more active role in strategic negotiations and even led some large cross-team projects.
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At this point, you know you are doing much more than just managing projects. However, the next step is not clear.
You know you want to ask for more responsibility, challenges, and a higher salary. But how do you do that?
These skills (and the expectations around them) change dramatically as you move from junior to senior. Here’s a quick analysis to give you an idea:
You have clear processes in place for most situations (increasing reach, changing markets, new competing products). Teams or projects can change on short notice.
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Sets OKRs and roadmaps for your teams and creates clear goals with defined business objectives and outcomes.
There is no clear answer to how long it takes to become a senior project manager. However, at the very least, you are probably looking at 3-4 years of practical experience before you have a good chance of moving into more senior roles.
But like all factors in a project manager career path, this timeline can change depending on your situation.
As much as you would like your work to speak for itself, less is more. Instead, you need to be more proactive if you want to get ahead in the industry. Here are some best practices for making a successful career change.
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Treat your career progress the same way you would any other project. This means taking the time to research, clarify, understand and mitigate risks, and then track your progress.
A senior project manager must master the fundamentals, from realization to execution, including monitoring and completion of a project.
Focus on your communication and collaboration skills. Ask yourself how would your peers describe your management style? Are you a good listener? Do you communicate clearly?
A tool like io can be your best friend because you can keep all team communication, tasks and progress in one central place.
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In IO one look at your project board is often enough to show a hiring manager if you are at the level they expect from a senior project manager.
Recruiters and leaders want to see clear progress. To write the story of your career, take the time to document what you struggled with and how you overcame it.
As a project manager, you spend a lot of your time getting things done, whether it’s setting up meetings or tracking progress.
“Thinkers are the custodians of the door. They are the ones who spend their time on how to improve the way things are done, how to best implement project management methods and tools, and communicate best with the rest of the organization that How to work. Projects.
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Be more proactive in defining processes and workflows. Look to solve problems beyond yourself. Moving from a project to “just thinking” can be difficult, but it is a necessary step in order to be seen as a leader.
This may mean thinking of several features instead of just one. Or by examining the impact of your project on others in the company. Senior project managers are expected to see the forest for the trees.
The higher you go up the career ladder, the less project management you will do. Day-to-day task management and project tracking will be replaced by strategic thinking and leadership.
If you don’t want all your hard work to fail, you need to develop systematic ways to approach projects that guarantee success.
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A big part of this is building out your library of templates and workflows—tools you know work and can “insert” into projects without thinking too much.
(You can read our guide on How to Write Technical Documentation as well as our Project Manager’s Guide to Writing Well).
Influence is often the differentiating factor between junior and senior project managers. The ability to work with stakeholders and achieve buy-in for projects is a clear sign of leadership.
Unfortunately, there aren’t a lot of resources on how to create authority in the workplace. And what you find usually leaves a bad taste in your mouth.
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Instead, start with some of these basic practices to make an impact (that won’t make you question your morals and ethics):
Senior project managers have a constant influence. They have internalized the project management process to such an extent that they no longer have to think about what to do next.
Instead of getting stuck in the week, focus on the sprint, or quarter ahead, months at a time. Hiring managers want to see that you have a mindset based on long-term strategic thinking and vision. Do not put out the fire
Whether you move to your current organization or move to a completely different organization, the interview process cannot be bypassed.
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Especially for management positions, companies want to see that you have the experience and knowledge to back up your resume.
: “Tell me about a time you disagreed with someone on your team. How did you resolve it?”
“What is the biggest ‘irreversible’ decision you’ve ever had to make? What was your process of deciding what to do? »
“Tell me about a time when one of your teams didn’t work well together. What was the problem and how did you handle it?”
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It can be difficult to walk away from a project to “just think”, but it is a necessary step to be seen as a leader.4. influence
“Tell me about a time when one of your plans got derailed. How did you manage to deliver it on time? »
“Has there ever been a time when one of your projects failed? What happened and what did you learn from it?
Communication represents 90% of project management. The more you practice answering these questions, the easier it will be for you to answer clearly and concisely.
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New jobs in project management by 2027. with a little
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