2506 Bridging the Gap: Project Engineers and Project Management Challenges

In my latest consulting engagement, I had the opportunity to work with a client that has been a leading company in their industry for over 100 years. As part of my role, I was brought in to reinforce their project management practices, which is a typical request from companies seeking to enhance operational efficiency and project success.

From day one, I identified a significant gap in project management awareness among the team of Project Engineers (PEs). In this company, the role of a PE encompasses both process engineering for auxiliary packages and project management activities, with responsibilities split approximately 50:50. However, this dual responsibility has resulted in a dilution of the project management function, as PEs are unable to fully focus on their management tasks due to the demands of their engineering work.

This situation led me to reflect on a critical question: To what extent is the role of a Project Engineer standardized in organizations that do not specialize in project management?

In my professional opinion, PEs should primarily focus on project management and operations in accordance with PMI-PMP guidelines. Simply put, both PEs and PMs should manage cost, time, and risk while adhering to the 12 essential project management knowledge areas. However, the reality in many organizations, including my client, is quite different. PEs are often overburdened, juggling engineering tasks and project management responsibilities, leading to inefficiencies and potential project risks.

This challenge is not unique to this company. Many organizations expect their PEs to handle a vast range of responsibilities, requiring them to manage both technical and managerial aspects of projects. This places immense pressure on PEs, often leading to burnout, unforeseen workloads, and uncertain career trajectories. The broad scope of project activities and the unpredictable nature of challenges further complicate their roles.

Looking ahead, I am committed to delving deeper into this issue in the coming year. My goal is to develop a consulting and seminar package tailored to minimizing project failures by focusing on personalized project operations. I strongly believe this is a prevalent issue within the project management industry in Japan, and addressing it can contribute to improved project success rates and better career development for PEs.

As the landscape of project management evolves, organizations must recognize the importance of clearly defining the roles and responsibilities of their project teams. Proper alignment with best practices and international standards can help ensure that PEs are not stretched too thin and can contribute effectively to project success.

I invite my peers and fellow project management professionals to share their thoughts and experiences on this topic. Together, we can work towards creating more sustainable and efficient project environments for all stakeholders involved.