The Dangers of the “Accidental Project Manager” in Construction

People of a certain age will likely remember the late comedian Rodney Dangerfield, whose signature lament was, “I don’t get no respect!” While Dangerfield was obviously referring to himself, he could just as easily have been talking about the role of construction project manager.

In many industries – especially in construction – project managers are often treated as interchangeable. If someone is organized and bright, the thinking goes, they can lead a project. But this belief is both misguided and costly. What’s more, it shows little respect for the true complexity and level of experience that the project manager requires.

The concept of the “accidental project manager,” an individual thrust into the role without the necessary experience, training, or mindset, is becoming increasingly common. And it’s one of the most dangerous trends threatening successful construction project delivery today.

Anyone Can Be a Project Manager – Right?

There’s a widespread fallacy in business, particularly in the UK and increasingly in the U.S., that project management is a universal skill. Someone might be a bright engineer, a capable administrator, or even a sharp clinician, and suddenly they’re asked to lead a major project. No training, no formal onboarding, just a tap on the shoulder and a “You’ve got this.”

This approach severely commoditizes project management, treating it as a basic, plug-and-play role rather than a professional discipline with its own expertise, tools and methodologies. It’s akin to assuming anyone who drives a car is automatically qualified to race in Formula 1. Sure, you can operate the vehicle, but can you anticipate danger, manage a high-speed environment and come out ahead under pressure?

One of the core misunderstandings is equating project work with operational work. Operations are repeatable and predictable. Projects are the opposite. Every project is unique, demanding foresight, risk mitigation and adaptability. There’s a well-known expression in the construction industry: “Nothing ever goes in a straight line.” Unexpected challenges will arise, and a good project manager must anticipate, react and pivot swiftly and strategically.

Heavyweight boxing legend Mike Tyson has a famous quote rings true here: “Everyone has a plan ‘till they get punched in the face.” In project terms, this means your Gantt chart may look flawless, but when a supplier goes bankrupt, a team member quits, or the client suddenly doubles the project scope, you’d better know how to respond. And if you’re untrained or unprepared? That punch might knock your whole project out cold.

The Impact of the Accidental PM

The danger of assigning unqualified individuals to lead complex projects isn’t just theoretical; it has real-world consequences. Projects go over budget, deadlines are missed and quality suffers. Worse, an entire organization’s strategic goals can be derailed by one poorly run initiative. In sectors like construction, where razor-thin margins and tight timelines are the norm, the impact is even more profound. A single failed project can mean millions in losses, reputational damage or even legal exposure.

Despite these potential dangers, many firms continue to assign project managers based on convenience rather than capability. “Joe’s available, let’s put him on it” becomes the go-to method of staffing. And so begins the cycle of underperformance, stress, and reactive “firefighting” that defines far too many modern projects. But if the risks are so high, why do companies persist in assigning underqualified project managers? Part of the reason is cost. On paper, it’s cheaper to assign someone already on the payroll than to hire or train a qualified PM. But that’s a false economy. As one expert put it, “You think health and safety training is expensive? Try having an accident.”

Another factor is arrogance, or at least overconfidence. Project management looks easy when it’s done well. A skilled PM makes everything run smoothly, so the illusion is that there’s not much going on under the hood. But it’s the very systems, processes and foresight that a good project manager brings that prevent chaos from erupting.

The Pressure to Say Yes

The accidental PM problem is exacerbated by internal company culture. Many employees feel they can’t say no to a project manager role, even if they know they’re not qualified. Refusing such an assignment can be seen as weakness or a lack of ambition. Accepting, on the other hand, might be viewed as a career opportunity, and it may very well turn out that way. But regardless of whether someone accepts the responsibility, there’s one immutable fact: Once you’re asked to do it, you’re at a crossroads. You’re either going up or down in your career. But you’re not staying still.

And while some accidental PMs see the role as a chance to prove themselves, the lack of preparation often means they’re set up to fail. Their projects spiral out of control — not necessarily because they lack effort or intelligence, but because they lack the experience and instincts to navigate the complex dynamics of large-scale project work.

Another major issue is the misconception that learning to use a software tool like Primavera P6 or Microsoft Project makes someone a project manager. In construction, it’s common to see people equate software literacy with professional qualification. But being able to update a schedule or enter data is not the same as leading a multidisciplinary team through uncertainty, ambiguity and risk. As many industry experts have noted, people who’ve only used a tool inside a silo don’t have the wider strategic understanding needed to move a project through different phases — from design to construction to facilities management.

A Better Way Forward

To counter the accidental PM trend, some companies are investing in structured learning systems that help new project managers get up to speed. These systems teach basic project management principles like how to start, run, and close a project. But training alone isn’t enough. An effective project manager must possess the right personality traits, such as decision-making ability, strategic thinking, and problem-solving skills; unfortunately, not everyone has them. We don’t ask a graphic designer to lead the engineering team. We don’t expect a marketing intern to oversee a rebrand without supervision. So why do we expect just anyone to manage a $10-million project?

Good project managers are like elite athletes; they make it look easy, even when it isn’t, because they’re drawing on deep wells of experience, training and instinct. Commoditizing this role and handing it to the nearest warm body isn’t just inefficient; it’s downright dangerous. This is especially true in high-stakes industries like construction, where the margin for error is minuscule.

Cutting corners on a project build is bad enough; cutting corners on project leadership can have even worse consequences. In short: This isn’t just a project manager. This is your project manager. And they might be the single biggest factor in whether your project succeeds or fails, so choose wisely.