Accidental Project Manager - Two PM Secrets

I’ve been touching on this idea of being an “Accidental Project Manager” – someone that is  responsible not just for their own work, but also for coordinating the work of others, and typically, without any real authority over the people, the process or work.

There is a cost to this approach. 

There are several actually. There is a personal cost to productivity, to emotional capacity in navigating ambiguity and added risk to your overall performance come your annual review. That may make it sound scarier than it actually needs to be, but understand that if you are finding yourself in this role, these are some things to watch out for.

There are also organizational costs: delays or missed expectations as well as dissatisfied customers or employee moral due to an inexperienced project manager.

Coaching can help and I’d strongly encourage you to seek it out.

However, not everyone has time for that. They need an answer Right Now.

So, if you’re a new Accidental Project Manager this post is for you. (Side note: if you’re running a team and tap someone on the shoulder to fill this role, then this is for you too!)

Tools and Methodology Trap

First - don’t get stuck on tools or methodology.

PMI recognizes this as well. In PMI’s “Pulse of the Profession 2024” column titled Choosing the Right Approach is Just the Beginning:

"Results [...] indicate that the choice of project management approach does not play a critical role in driving project performance rates beyond the average."

When tasked with a new project, too often new project managers begin down a path of methodology and tool discovery before they get to the core of delivery. Tools and methodology can help delivery, but they are not in and of themselves “delivery”. They are context, not core. 

Second - focus on the core.

Here it is in a nutshell. When you find yourself in charge of a new project focus on these three things:

 - What is the work

 - Who is doing the work

 - When will the work be done

I consider these three points “table stakes” to becoming a project manager – meaning you must possess the three qualities listed above before you can truly be productive in your new (accidental) project manager position.

Who, What, When – are the core. Focus on the core, not the context.

Where I Focus

My work centers on Project, Program, Portfolio, and Product Management — four pillars of delivery that connect strategy to results. By combining coaching, structure, and delivery experience, I help organizations turn ideas into outcomes.

If this resonates, let’s talk. I offer a free 30-minute conversation to explore where fractional leadership or coaching could strengthen your projects and teams.

👉 Book online now using this link